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Managerial Communication Patterns
14 references·16 citing·37 second hop
Managerial Communication Patterns (1992)Managerial Communication PatternsWhat effective general managers really do (2019)What effective general manage…RELATIONSHIPS OF JOB CATEGORIES AND ORGANIZATIONAL LEVELS TO USE OF COMMUNICATION CHANNELS, INCLUDING ELECTRONIC MAIL: A META‐ANALYSIS AND EXTENSION* (1990)RELATIONSHIPS OF JOB CATEGORI…Patterns of contact and communication in scientific research collaboration (1988)Patterns of contact and commu…Managers and their Jobs (1988)Managers and their JobsNote—Mintzberg was Right!: A Replication and Extension of The Nature of Managerial Work (1983)Note—Mintzberg was Right!: A …The Structuring of Organizations: A Synthesis of Research. (1980)The Structuring of Organizati…The Nature of Managerial Work in the Public Sector (1980)The Nature of Managerial Work…The Manager's Job: Folklore and Fact. (1975)The Manager's Job: Folklore a…The Nature of Managerial Work (1974)The Nature of Managerial WorkGroup process and productivity (1973)Group process and productivityGroup process and productivity (1972)Group process and productivityManagerial Work: Analysis from Observation (1971)Managerial Work: Analysis fro…Information Flow in Research and Development Laboratories (1969)Information Flow in Research …The Job(s) of Management (1965)The Job(s) of ManagementMedia Use in a Global Corporation: Electronic Mail and Organizational Knowledge (2014)Media Use in a Global Corpora…Scenarios as channels of forecast advice (2012)Scenarios as channels of fore…Theorizing the Unintended Consequences of Instant Messaging for Worker Productivity (2008)Theorizing the Unintended Con…Communicating in Dynamic Conditions: How Do On-Site Construction Project Managers Do It? (2008)Communicating in Dynamic Cond…Virtual Teams and Multiple Media: Structuring Media Use to Attain Strategic Goals (2006)Virtual Teams and Multiple Me…Managing availability (2005)Managing availabilityPredictors of availability in home life context-mediated communication (2004)Predictors of availability in…Meeting analysis: findings from research and practice (2001)Meeting analysis: findings fr…Understanding relationships among teleworkers' e-mail usage, e-mail richness perceptions, and e-mail productivity perceptions under a software engineering environment (2000)Understanding relationships a…The Effects of Media and Task on User Performance: A Test of the Task-Media Fit Hypothesis (2000)The Effects of Media and Task…Time in Organizational Studies: Towards a New Research Direction (1999)Time in Organizational Studie…Information Is What You Make of It: The Influence of Group History and Computer Support on Information Sharing, Decision Quality, and Member Perceptions (1998)Information Is What You Make …The effects of task interruption and information presentation on individual decision making (1997)The effects of task interrupt…Issues and Concerns About Computer- Supported Meetings: The Facilitator’s Perspective (1996)Issues and Concerns About Com…Timespace in the workplace (1995)Timespace in the workplaceExtensions to media richness theory: a test of the task-media fit hypothesis (1994)Extensions to media richness …A Strategy of Decision. (1964)Development of a Structurational Model of Identification in the Organization (1998)Rapport in Conflict Resolution: Accounting for How Face-to-Face Contact Fosters Mutual Cooperation in Mixed-Motive Conflicts (2000)Strategy as guided evolution (2000)Notes on The Theory of Organization (2004)The Practice of Management (2012)Concurrent feedback, confirmation, and the encoding of referents in verbal communication. (1966)The Scientific Community. (1966)Groupware: some issues and experiences (1991)What is research collaboration? (1997)Why should i share? examining social capital and knowledge contribution in electronic networks of practice (2005)The People's Choice (1945)The acquaintance process. (1961)The Social Psychology of Organizations. (1979)THE GENDER OF SOCIAL CAPITAL (1998)The Emergence of Boundary Spanning Competence in Practice: Implications for Implementation and Use of Information Systems1 (2005)Climate for Creativity: A Quantitative Review (2007)Bringing Work Back In (2001)Flawed Self-Assessment (2004)Responsible Leadership in a Stakeholder Society – A Relational Perspective (2006)DO CHAMELEONS GET AHEAD? THE EFFECTS OF SELF-MONITORING ON MANAGERIAL CAREERS. (1994)Changing Organizational Culture: Cultural Change Work in Progress (2007)What is strategic leadership? Developing a framework for future research (2020)Many hands make light the work: The causes and consequences of social loafing. (1979)The psychology of social impact. (1981)RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS (1993)The External Control of Organizations. (1978)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status (2008)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Experiments in Group Decision Making Communication Process and Outcome in Face-to-Face Versus Computerized Conferences (1986)Delphi: A reevaluation of research and theory (1991)Leadership capacity in teams (2004)Information systems and organizational change (1981)The Time Famine: Toward a Sociology of Work Time (1999)Environmental factors and work performance of project managers in the construction industry (2005)
this work references cited by second hop

References

  • 1974The Nature of Managerial Work6,240 cited
  • 1972Group process and productivity2,103 cited
  • 1975The Manager's Job: Folklore and Fact.1,460 cited
  • 1980The Structuring of Organizations: A Synthesis of Research.1,265 cited
  • 1973Group process and productivity853 cited
  • 1969Information Flow in Research and Development Laboratories653 cited
  • 1988Patterns of contact and communication in scientific research collaboration579 cited
  • 1971Managerial Work: Analysis from Observation484 cited
  • 2019What effective general managers really do450 cited
  • 1988Managers and their Jobs379 cited
  • 1990RELATIONSHIPS OF JOB CATEGORIES AND ORGANIZATIONAL LEVELS TO USE OF COMMUNICATION CHANNELS, INCLUDING ELECTRONIC MAIL: A META‐ANALYSIS AND EXTENSION*264 cited
  • 1965The Job(s) of Management264 cited
  • 1983Note—Mintzberg was Right!: A Replication and Extension of The Nature of Managerial Work235 cited
  • 1980The Nature of Managerial Work in the Public Sector92 cited

Cited by

  • 1995Timespace in the workplace293 cited
  • 2001Meeting analysis: findings from research and practice

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195 cited
  • 1999Time in Organizational Studies: Towards a New Research Direction188 cited
  • 1996Issues and Concerns About Computer- Supported Meetings: The Facilitator’s Perspective169 cited
  • 2000The Effects of Media and Task on User Performance: A Test of the Task-Media Fit Hypothesis147 cited
  • 2006Virtual Teams and Multiple Media: Structuring Media Use to Attain Strategic Goals112 cited
  • 1998Information Is What You Make of It: The Influence of Group History and Computer Support on Information Sharing, Decision Quality, and Member Perceptions112 cited
  • 1997The effects of task interruption and information presentation on individual decision making84 cited
  • 1994Extensions to media richness theory: a test of the task-media fit hypothesis80 cited
  • 2005Managing availability71 cited
  • 2008Theorizing the Unintended Consequences of Instant Messaging for Worker Productivity63 cited
  • 2014Media Use in a Global Corporation: Electronic Mail and Organizational Knowledge62 cited
  • 2004Predictors of availability in home life context-mediated communication61 cited
  • 2008Communicating in Dynamic Conditions: How Do On-Site Construction Project Managers Do It?52 cited
  • 2012Scenarios as channels of forecast advice51 cited
  • 2000Understanding relationships among teleworkers' e-mail usage, e-mail richness perceptions, and e-mail productivity perceptions under a software engineering environment50 cited