Volume 23
Tacit Knowledge for Building Capacity: Integrating Anti-Oppressive Strategies for Inclusive Innovation among Early-Career Social Entrepreneurs
Mary GoitomOrganizational Cultures: An International Journal, Volume 23, Issue 2, pp.79–104
Volume 22
A South African Case Study of Women in the Information Technology Sector: Challenges and Recommendations
Syson Kunda, Martina Jordaan Nalukwago, and Nita MennegaOrganizational Cultures: An International Journal, Volume 22, Issue 2, pp.27–40
Volume 21
Anti-Oppressive Practice and Early-Career Systems Leaders: How Learning and Working from an AOP Lens Supports Early-Career Systems Leaders to Integrate Equity-Focused Leadership for Social Innovation
Mary Goitom, Dominique Riviere, and Marqez Ramsay Organizational Cultures: An International Journal, Volume 22, Issue 1, pp.39–57
Volume 20
Distrust in Organization-Client Relationships in the Social Media Era
Pui Yuen Lee, Kung Wong Lau Change Management: An International Journal, Volume 20, Issue 1, pp.1–16
Volume 19
The New Story of Changing: Exploring Dichotomies in the Field of Organizational Change
Signe Bruskin Change Management: An International Journal, Volume 19, Issue 1, pp.7–16
Volume 18
The Need for Competing Commitments Research: Coping with Change in Knowledge Management
Jamie O'Brien, Change Management: An International Journal, Volume 18, Issue 1, pp.1–14
Volume 17
Institutional Guardianship: How Leaders in Nonprofit Academic Organizations Resolve Ethical Dilemmas in their Work
Barbara Hou, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 17, Issue 1, pp.1–18
Volume 16
Towards Strategically Sustaining Business Students' Careers in a Globalized Workplace: The Importance of Being Responsible and Accountable
Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14
Volume 13
Cultural Factors Affecting International Teamwork Dynamics and Effectiveness
Steven Levitt, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 13, Issue 1, pp.9–23
Volume 12
Using Knowledge Processes to Improve Performance and Promote Change: The Continuous Loop Model and Cultural Enablers
Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70
Volume 11
Building Bridges: A Transdisciplinary Future for Knowledge Management
Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp.19–30
Volume 10
Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and Other Management Areas
Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106
Volume 9
Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change
Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp.141–154
Volume 8
Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning
Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp.179–186
