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The Oxford Review Volume 3 No 12

The Oxford Review Volume 3 No 12

In this edition of the Oxford Review:   Coaching for personality change Creating open innovation cultures in cluster environments Holacracy and obliquity: do new organisational design approaches actually work? How teams cope with new challenges through informal leadership Inspiring innovation in organisations through constructive confrontation Organisational change leadership: new thinking Predicting knowledge sharing in organisations […]

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