This collection of papers is edited by renowned business thinker Oliver Williamson, who is currently Transamerica Professor of Corporate Strategy at the School of Business Administration at Berkeley. The fiftieth anniversary of the publication of Chester I. Barnard's remarkable …
In today's ever-changing world, organisations and businesses are keen to adopt a more flexible approach to delivering projects, and want to become more agile. However, for organisations delivering projects and programmes, and where existing formal project management processes al…
The world in which firms compete is now global, increasingly dominated by technology, and rapidly changing. Old organization structures are too inflexible and static to permit firms to remain competitive. In this new book, experts from a major business school, the Wharton School…
Redesigning the Firm illuminates many of the challenges that confront the executive, approaching the issue from a wide variety of perspectives. The book considers, for instance, whether the firm's stockholders, directors, and managers should reevaluate how they distribute power …
Chief Executive Officers (CEOs) have become recognised as brands in the academic and popular domain, but little is known about the relationship between these senior manager 'brands' and the corporate brand of the organisation they represent. Since stakeholders associate the CEO'…
This thesis examines the aims and work of the National Council of Social Service (NCSS) between 1919 and 1939. The NCSS was a large charity, formed in 1919 with the express aim of promoting voluntary organisation in Britain. It worked closely with other charities, statutory agen…
Mergers are the combining of two or more firms to create synergies. These synergies may come from various sources such as operational synergies come from economies of scale or financial synergies come from increased value of securities of the firm. There are vast amount of studi…
The aim of this research is to investigate the extent to which Open Source Software (OSS) adoption behaviour can empirically be shown to be governed by a set of self-reported (driving and inhibiting) salient beliefs of key informants in a sample of organisations. Traditional IS …
