The Oxford Review Volume 3 No 12 | The Oxford Review - OR Briefings

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

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