16 April 2009

Special issue: Complexity, leadership and change processes

International Journal of Learning and Change 3(3) 2009
  • The complexity turn in studies of organisations and leadership: relevance and implications
  • Leadership within emergent events in complex systems: micro-enactments and the mechanisms of organisational learning and change
  • The myth of rational objectivity and leadership: the realities of a hospital merger from a CEO's perspective
  • Senior executives and the emergence of local responsibilities: a complexity approach to identity development and performance improvement
  • Consultancy as temporary leadership: negotiating power in everyday practice
  • A complexity perspective on innovation processes for subsea technology development
  • Skirts, sarees and sarongs: the rhetoric and reality behind the celebration of diversity in organisational life

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