Managers Learning in Action

Table of contents

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• Title Page iii
• Contents v
• Illustrations vii
• Introduction 1
• Part I - Managers Learning in Action 7
• Chapter 1 - Learning to Change 9
• Chapter 2 - Interorganizational Relationship Transformation in a Global Virtual Community 24
• References 42
• Chapter 3 - Taking Charge of a Mature Family Business 43
• References 58
• Chapter 4 - Whose Life is It Anyway? 60
• Chapter 5 - A Manager's Model for Assessing and Understanding 360-Degree Survey Feedback Effects on Teams 79
• Chapter 6 - Rejuvenating a Mature Service Organization 95
• Chapter 7 - Living Up to Expectations 111
• References 120
• Chapter 8 - Improving Influence and Performance in a Multinational Subsidiary 121

• Title Page iii
• Contents v
• Illustrations vii
• Introduction 1
• Part I - Managers Learning in Action 7
• Chapter 1 - Learning to Change 9
• Chapter 2 - Interorganizational Relationship Transformation in a Global Virtual Community 24
• References 42
• Chapter 3 - Taking Charge of a Mature Family Business 43
• References 58
• Chapter 4 - Whose Life is It Anyway? 60
• Chapter 5 - A Manager's Model for Assessing and Understanding 360-Degree Survey Feedback Effects on Teams 79
• Chapter 6 - Rejuvenating a Mature Service Organization 95
• Chapter 7 - Living Up to Expectations 111
• References 120
• Chapter 8 - Improving Influence and Performance in a Multinational Subsidiary 121
• References 134
• Chapter 9 - The Dominant Factors for Creating Trusting Relationships Between Supervisors and Subordinates in a Quasi-Government Agency 135
• Part II - Management Learning, Research and Education 145
• Chapter 10 - Developing Managers Not Analysts 147
• References 157
• Chapter 11 - Managers' Learnings in Action 158
• Chapter 12 - Mbrr (Management by Research Results) 168
• Chapter 13 - Managers as Learners and Researchers 183
• Index 191