Institutional Civil Disobedience: A case study in unintended outcomes

International Journal of Management and Enterprise Development

Volumn 3, Issue 6, 2006, Pages 636-648

  Lorence, Daniel P ^a,b  

^a PENNSYLVANIA STATE UNIVERSITY   (United States)

^b NONE   (United States)

Author keywords

Boundary spanning; Consensus; Fraud; Institutional Civil Disobedience (ICD); Technology adoption; Technology transfer

Indexed keywords

EID: 33747463984     PISSN: 14684330     EISSN: 17418127     Source Type: Journal    
DOI: 10.1504/IJMED.2006.010358     Document Type: Article

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