The Oxford Review Volume 3 No 12 | The Oxford Review

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
  • The impact of decision-making and making choices
  • Do high-performance hr practices really lead to higher levels of organisational performance?
  • Do textbooks still have a place in e-learning environments?
  • How to successfully implement self-managing teams
  • Feeling better, doing better: how a leader’s affective presence influences service performance

Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.