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Institutional Impact on Work-related Values in Chinese Organizations
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Institutional Impact on Work-related Values in Chinese Organizations (2007)Institutional Impact on Work-related Valu…The impact of organisational culture on organisational learning and attitudes concerning change from an institutional perspective (2006)The impact of organisational …Ethics in countries with different cultural dimensions (2006)Ethics in countries with diff…The relative effect of change drivers in large-scale organizational change: An empirical study (2004)The relative effect of change…Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value (2003)Authentic Leadership: Redisco…Organizational Change in Post-Communist Europe: Management and Transformation in the Czech Republic (1999)Organizational Change in Post…When cultures collide: Managing successfully across cultures (1997)When cultures collide: Managi…Moral Leadership and Business Ethics (1997)Moral Leadership and Business…Origins of attitude importance: Self-interest, social identification, and value relevance. (1995)Origins of attitude importanc…Crisis and Renewal: Meeting the Challenge of Organizational Change (1995)Crisis and Renewal: Meeting t…Institutional Environments and Organizations: Structural Complexity and Individualism (1994)Institutional Environments an…Globalizing management : creating and leading the competitive organization (1993)Globalizing management : crea…Institutions, Institutional Change and Economic Performance (1991)Institutions, Institutional C…Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional C…Islands of history (1985)Islands of historyThe Social System (1951)The Social SystemThe Theory of Social and Economic Organization. (1948)The Theory of Social and Econ…Norms, culture, and world politics: insights from sociology's institutionalism (1996)Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies (1998)Integrating Models of Diffusion of Innovations: A Conceptual Framework (2002)Making Business Partners: A Case Study on how Management Accounting Culture was Changed (2007)Yin Yang: A New Perspective on Culture (2011)Revisiting the interplay between contractual and relational governance: A qualitative and meta‐analytic investigation (2014)A Theory of Structure: Duality, Agency, and Transformation (1992)The cultural biography of objects (1999)Perspectival Anthropology and the Method of Controlled Equivocation (2004)“What's your story?” A life-stories approach to authentic leadership development (2005)Responsible Leadership in a Stakeholder Society – A Relational Perspective (2006)Authentic leadership promoting employees' psychological capital and creativity (2011)Critical Role of Leadership on Ethical Climate and Salesperson Behaviors (2008)Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective (2008)The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. (2010)Boundary-Work and the Demarcation of Science from Non-Science: Strains and Interests in Professional Ideologies of Scientists (1983)Culture in Action: Symbols and Strategies (1986)World Society and the Nation‐State (1997)Behavioral Study of obedience. (1963)Social Capital: Its Origins and Applications in Modern Sociology (1998)Social Exchange Theory: An Interdisciplinary Review (2005)Corruption and Growth (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Understanding knowledge effects on attitude-behavior consistency: The role of relevance, complexity, and amount of knowledge. (2006)Toward a formalized account of attitudes: The Causal Attitude Network (CAN) model. (2015)Attitude Strength (2016)Not So Different After All: A Cross-Discipline View Of Trust (1998)
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References

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  • 2006The impact of organisational culture on organisational learning and attitudes concerning change from an institutional perspective

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48 cited
  • 2004The relative effect of change drivers in large-scale organizational change: An empirical study42 cited
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