메뉴 건너뛰기




Volumn 41, Issue 5, 2003, Pages 477-487

Redefining managerial work: smart politics

Author keywords

Managers; Organizational change; Organizational politics; Stakeholders

Indexed keywords


EID: 84986127786     PISSN: 00251747     EISSN: None     Source Type: Journal    
DOI: 10.1108/00251740310479322     Document Type: Article
Times cited : (21)

References (25)
  • 1
    • 1542498912 scopus 로고    scopus 로고
    • The logic of political action: an experiment with the epistemology of the particular
    • Buchannan, D. (1999), “The logic of political action: an experiment with the epistemology of the particular”, British Journal of Management, Vol. 10, pp. S73-S88.
    • (1999) British Journal of Management , vol.10 , pp. S73-S88
    • Buchannan, D.1
  • 4
    • 0035634717 scopus 로고    scopus 로고
    • Stealth, secrecy and subversion: the language of change
    • Butcher, D. and Atkinson, S. (2001), “Stealth, secrecy and subversion: the language of change”, Journal of Organizational Change Management, Vol. 14 No. 6, pp. 554-569.
    • (2001) Journal of Organizational Change Management , vol.14 , Issue.6 , pp. 554-569
    • Butcher, D.1    Atkinson, S.2
  • 5
    • 0036063486 scopus 로고    scopus 로고
    • Organization politics, the cornerstone of organization democracy?
    • Butcher, D. and Clarke, M. (2002), “Organization politics, the cornerstone of organization democracy?”, Organization Dynamics, Vol. 31, No. 1, pp. 35-46.
    • (2002) Organization Dynamics , vol.31 , Issue.1 , pp. 35-46
    • Butcher, D.1    Clarke, M.2
  • 6
    • 0035528630 scopus 로고    scopus 로고
    • Organizations unfettered; organizational form in an information-intensive economy
    • Child, J. and McGrath, R. (2001), “Organizations unfettered; organizational form in an information-intensive economy”, Academy of Management Journal, Vol. 44 No. 6, pp. 1135-1148.
    • (2001) Academy of Management Journal , vol.44 , Issue.6 , pp. 1135-1148
    • Child, J.1    McGrath, R.2
  • 7
  • 8
    • 0034258914 scopus 로고    scopus 로고
    • Politics and organizational learning
    • Coopey, J. and Burgoyne, M. (2000), “Politics and organizational learning”, Journal of Management Studies, Vol. 37 No. 6, pp. 869-885.
    • (2000) Journal of Management Studies , vol.37 , Issue.6 , pp. 869-885
    • Coopey, J.1    Burgoyne, M.2
  • 9
    • 0035429669 scopus 로고    scopus 로고
    • The dynamics of collective leadership and strategic change in pluralistic organizations
    • Denis, J., Lamothe, L. and Langley, A. (2001), “The dynamics of collective leadership and strategic change in pluralistic organizations”, Academy of Management Journal, Vol. 44 No. 4, pp. 809-837.
    • (2001) Academy of Management Journal , vol.44 , Issue.4 , pp. 809-837
    • Denis, J.1    Lamothe, L.2    Langley, A.3
  • 10
    • 84881726336 scopus 로고
    • Uncertainty, contrariness and the double bind: middle managers reactions to their changing contracts
    • Oxford
    • Dopson, S. and Neumann, J. (1994), “Uncertainty, contrariness and the double bind: middle managers reactions to their changing contracts”, Templeton working paper, MRP 94/7, Oxford.
    • (1994)
    • Dopson, S.1    Neumann, J.2
  • 12
    • 0035643850 scopus 로고    scopus 로고
    • Architectural innovation and modular corporate forms
    • Galunic, D. and Eisenhardt, K. (2002), “Architectural innovation and modular corporate forms”, Academy of Management Journal, Vol. 44 No. 6, pp. 1229-1249.
    • (2002) Academy of Management Journal , vol.44 , Issue.6 , pp. 1229-1249
    • Galunic, D.1    Eisenhardt, K.2
  • 13
    • 84980283989 scopus 로고
    • What do managers do? A critical review of the evidence
    • Hale, C. (1986), “What do managers do? A critical review of the evidence”, Journal of Management Studies, Vol. 23 No. 1, pp. 88-115.
    • (1986) Journal of Management Studies , vol.23 , Issue.1 , pp. 88-115
    • Hale, C.1
  • 14
    • 1542524997 scopus 로고    scopus 로고
    • Why do the managers do what they do? Reconciling evidence and theory in accounts of managerial work
    • Hale, C. (1999), “Why do the managers do what they do? Reconciling evidence and theory in accounts of managerial work”, British Journal of Management, Vol. 10, pp. 335-350.
    • (1999) British Journal of Management , vol.10 , pp. 335-350
    • Hale, C.1
  • 15
    • 0000815053 scopus 로고    scopus 로고
    • Waking up IBM: how a gang of unlikely rebels transformed big blue
    • July/August
    • Hamel, G. (2000), “Waking up IBM: how a gang of unlikely rebels transformed big blue”, Harvard Business Review, July/August, pp. 137-144.
    • (2000) Harvard Business Review , pp. 137-144
    • Hamel, G.1
  • 16
    • 0038627108 scopus 로고    scopus 로고
    • Understanding and creating whole organizational change through learning theory
    • Hendry, C. (1996), “Understanding and creating whole organizational change through learning theory”, Human Relations, Vol. 49 No. 5, pp. 621-642.
    • (1996) Human Relations , vol.49 , Issue.5 , pp. 621-642
    • Hendry, C.1
  • 17
    • 0031498132 scopus 로고    scopus 로고
    • The social scientific study of leadership: quo vadis?
    • House, R. and Aditya, R. (1997), “The social scientific study of leadership: quo vadis?”, Journal of Management, Vol. 23 No. 3, pp. 409-473.
    • (1997) Journal of Management , vol.23 , Issue.3 , pp. 409-473
    • House, R.1    Aditya, R.2
  • 19
    • 0035256389 scopus 로고    scopus 로고
    • Managing in the whitespace
    • February
    • Maletz, M. and Nohria, N. (2001), “Managing in the whitespace”, Harvard Business Review, February, pp. 102-113.
    • (2001) Harvard Business Review , pp. 102-113
    • Maletz, M.1    Nohria, N.2
  • 24
    • 21144479530 scopus 로고
    • Paradoxical thinking and change in frames of reference
    • Westenholz, A. (1993), “Paradoxical thinking and change in frames of reference”, Organization Studies, Vol. 14 No 1, pp. 37-59.
    • (1993) Organization Studies , vol.14 , Issue.1 , pp. 37-59
    • Westenholz, A.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.