Sustainable learning and change in international teams: From imperceptible behaviour to rigorous practice

Leadership & Organization Development Journal

Volumn 19, Issue 2, 1998, Pages 83-88

  Heimer, Claudia ^a   Vince, Russ ^b  

^a Ashridge Consulting Ltd   (Germany)

^b UNIVERSITY OF THE WEST OF ENGLAND   (United Kingdom)

Author keywords

Cross cultural management; International trade; Multinationals; Organizational learning; Team building; Teams

Indexed keywords

EID: 84986014982     PISSN: 01437739     EISSN: None     Source Type: Journal    
DOI: 10.1108/01437739810208656     Document Type: Article

References (7)

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2. Barham, K. and Wills, S. (1992), Managing across Frontiers, Ashridge Management Research Group, Berkhamsted.
3. Menzies-Lyth, I. (1990), “Social systems as a defense against anxiety (revised)”, in Trist, E. and Murray, H. (Eds), The Social Engagement of Social Science: Volume 1, Free Associations Books, London.
4. Schein, E.H. (1993), “How can organizations learn faster?: the challenge of entering the green room”, Sloan Management Review, Vol. 34 No. 2, pp. 85-92.
5. Snow, C.C., Snell, S.A., Canney Davison, S. and Hambrick, D.C. (1996), “How to use transnational teams to globalize your company”, Organizational Dynamics, Spring, pp. 50-67.
6. Vince, R. (1996), Managing Change: Reflections on Equality and Management Learning, The Policy Press, Bristol.
7. Vince, R. and Martin, L. (1993), “Inside action learning: the psychology and politics of the action learning model”, Management Education and Development, Vol. 24 No. 3, pp. 205-15.