Found 63 results[ Author] Title Type Year
Filters: Author is Huff, Anne Sigismund [Clear All Filters]
Cooperation and responsible management. European Management Review 2(1-2).(2005).
Structuration theory: an expanded theoretic framework for organizational identity. Best Paper Proceedings, Academy of Management Meeting.(1998).
Assessing the environment for an educational institution. Long range planning. 14, 107–115.(1981).
Citigroup’s John Reed and Stanford’s James March on Management Research and Practise. Academy of Management Executive2. 14, 1–13.(2000).
Collectivity. Professional Manager.(1999).
Consensual uncertainty. Academy of Management Review1. 3, 651–655.(1978).
The continuing relevance of strategy. Human Relations. 54, 123–130.(2001).
A current and future agenda for cognitive research in organizations. Journal of Management Studies. 34, 947–952.(1997).
Evocative metaphors. Human Systems Management. 1, 219–228.(1980).
The future of organizational privacy. Information and Management. 2, 197–201.(1979).
Industry influences on strategy reformulation. Strategic Management Journal. 3, 119–131.(1982).
Kognitive Karten - Wie Manager denken. gdi-impulse. 25–33.(1991).
Life on the line. The Wharton Magazine. 53–58.(1982).
Maps Managers Use. Journal of Management Studies. 9, 267–285.(1992).
Toward a new social contract theory in strategic management. Comerce Research. 3–6.(1992).
Wives of the organization. Management Focus. 3–5.(1996).
An Agenda for Understanding Individual Leadership in Corporate Leadership Systems. International Federation of Scholarly Associations of Management (IFSAM) Conference 2004. VIIth World Congress 2004.(2004).
Leadership, Governance and Competence. EURAM Conference, 14.-17. Mai.(2004).
Leadership, Governance and Competence. 4th Annual Conference of the European Academy of Management (EURAM) 2004 - Corporate Governance Track.(2004).
Management education and research in Germany. (Durand, P., Ed.).The future of business schools. 133–161.(2007).
Managerial and organizational cognition: islands of coherence. (Smith, K. G., & Hitt M. A., Ed.).Great Minds in Management: The process of theory development.(2005).
Managerial implications of the emerging paradigm. (Lincoln, Y. S., Ed.).Organization theory and inquiry: the paradigm revolution. 161–183.(1985).
Methods to Support Significant and Interesting Contributions to Strategizing Research. (Golsorkhi, D., Rouleau L., & Seidl D., Ed.).Cambridge Handbook of Strategy as Practice. 368.(2010).
Organizations as political systems: implications for stability and change. (Cummings, T. G., Ed.).Systems theory for organization development. 163–180.(1980).
Planning to plan. (Clark, D. L., McKibin S., & Malkas M., Ed.).New perspectives on planning in educational organizations. 24–55.(1980).
Politics as a means of coping with ambiguity and change. (Pondy, L. R., Boland R., & Thomas H., Ed.).Managing ambiguity and change. 79–90.(1988).
Recent developments in the modeling of strategy reformulation. (Getis, A., & Fisher M., Ed.).Recent developments in spatial analyses. 253–271.(1997).
A rhetorical examination of strategic change. (Pondy, L. R., Frost P. J., Morgan G., & Dandridge T. C., Ed.).Organizational Symbolism. 167–183.(1983).
Sensemaking, Leadership and Mental Models. (Klimoski, R., & Zaccaro S., Ed.).The nature of organizational leadershio.(2001).
Situation interpretation, leader behavour and effectiveness. (Hunt, J G., Ed.).Leaders and Managers: international perspectives on managerial behavior and leadership. 253–262.(1984).
Strengthening our practices as an academic field of inquiry. (Floyd, S., Roos J., & Jacobs C., Ed.).Innovating strategy practices.(2005).
Stress, inertia, opportunity and competitive position: a SOIP model of strategic change in the pharmaceutical industry. Best Paper Proceedings. 22–26.(1995).
Transitions revisited. (Stablein, R., & Frost P., Ed.).Renewing research practice: lessons from scholar’s journeys.(2004).
Leading Open Innovation and Cooperation: A Global Challenge to Managerial Responsiveness. Symposium. 8th International Federation of Scholarly Associations of Management (IFSAM) World Congress 2006.(2006).
Leading Open Innovation: Creating Centripetal Innovation Capacity. Symposium. 2006 Annual Meeting of the Academy of Management (AOM).(2006).
Broader Methods to Support New Insights into Strategizing. (Golsorkhi, D., Rouleau L., Seidl D., & Vaara E., Ed.).Cambridge Handbook of Strategy as Practice. 201-206.(2012).
Budget cutting in riverside: emergent policy reframing as a process of conflict minimization. (Pondy, L. R., Boland R., & Thomas H., Ed.).Managing ambiguity and change. 79–90.(1988).
Critique of "Questionable purchasing practices". (Champion, J. M., & James J. H., Ed.).Critical incidents in management. 197–199.(1985).
The dynamics of strategic change. (Daems, H., & Thomas H., Ed.).Strategic Groups, strategic moves and competitive strategy. 31–62.(1994).
Enriching policy premises for an ambiguous world. (Sutherland, J W., Ed.).Management handbook for public administrators.(1978).
Everyday innovation/everyday strategy. (Hamel, G., Prahalad C K., Thomas H., & O’Neal D., Ed.).Strategic flexibility: Managing in a turbulent environment. 13–27.(1998).
Foreword. (de Rond, M., Ed.).Strategic alliances as social facts. Business, biotechnology & intellectual history.(2003).
Framing Research on Service. (Bergh, D., & Ketchen D., Ed.).Research Methodology in Strategy and Management, Volume 3. 179-212.(2006).
Framing Research on Service. (Ketchen, B. and, Ed.).Research Methodology in Strategy and Management, vol.5.(2009).
Refocusing the Business School Agenda. British Journal of Management. 12, 49–54.(2002).