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Issue DateTitleAuthor(s)
2022-01-01Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation<sup> 1</sup>Simpson, AV; Rego, A; Berti, M; Clegg, S; Pina e Cunha, M
-RESEARCH MOVEMENTS AND THEORIZING DYNAMICS IN MANAGEMENT AND ORGANIZATION STUDIESClegg, S; Cunha, MPE; Berti, M
2006-03-03From bureaucratic to post-bureaucratic: The difficulties of transitionJosserand, E; Teo, S; Clegg, S
2021-01-01Stewardship Codes and the Role of Institutional Investors in Corporate Governance: An International Comparison and TypologyKlettner, A
2021-04-28Managerial challenges to promoting competency-based Intellectual Capital in Emerging Market Economies – Developing a framework for implicationsShet, S; Del Giudice, M; Rammal, HG
2020-12What types of top management teams' experience matter to the relationship between political hazards and foreign subsidiary performance?Wei, Q; Li, WH; De Sisto, M; Gu, J
2019-08-01Organizational creativity as idea work: Intertextual placing and legitimating imaginings in media development and oil explorationHåkonsen Coldevin, G; Carlsen, A; Clegg, S; Pitsis, TS; Antonacopoulou, EP
2016The innovative power of network dynamicsJosserand, EL; Clegg, S; Pitsis, T; Mehra, A
2022-05A framework for digital supply chains in the era of circular economy: Implications on environmental sustainabilityDwivedi, A; Paul, SK
2014-07Registering ‘the Ethical’ in Organization Theory Formation: Towards the Disclosure of an ‘Invisible Force’Ezzamel, M; Willmott, H
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