The double-edged swords of autonomy and external knowledge: Analyzing team effectiveness in a multinational organization
MR Haas - Academy of Management Journal, 2010 - journals.aom.org
… multinational organization, this study also provides a team-level analogue to existing theories
of organizational … especially as they apply to multinational management. Research built on …
of organizational … especially as they apply to multinational management. Research built on …
The double-edged sword of cultural distance in international acquisitions
… Empirical tests with a sample of international acquisitions by 118 US multinational companies
… Our study provides initial support for a double-edged sword effect of cultural differences on …
… Our study provides initial support for a double-edged sword effect of cultural differences on …
The double-edged sword of decentralized planning in multiteam systems
K Lanaj, JR Hollenbeck, DR Ilgen… - Academy of …, 2013 - journals.aom.org
… Moreover, because multiteam systems lie at the nexus between small teams and large
organizations, we may not be able to generalize the prescriptions associated with decentralizing …
organizations, we may not be able to generalize the prescriptions associated with decentralizing …
Are internal knowledge transfer strategies double‐edged swords?
XH Ding, H Liu, Y Song - Journal of Knowledge Management, 2013 - emerald.com
… strategies are double‐edged swords. As a foundation, this study first identifies two internal
… Thus, codification and rich‐media strategies are not double‐edged swords for firms to gain …
… Thus, codification and rich‐media strategies are not double‐edged swords for firms to gain …
CEO duality as a double-edged sword: How boards of directors balance entrenchment avoidance and unity of command
S Finkelstein, RA D'aveni - Academy of Management journal, 1994 - journals.aom.org
… two seemingly contradictory approaches can coexist as theoretical explanations. Conceptualizing
CEO duality as a double-edged sword, … how agency and organizational theories can …
CEO duality as a double-edged sword, … how agency and organizational theories can …
A double‐edged sword: Transformational leadership and individual creativity
SA Eisenbeiß, S Boerner - British Journal of Management, 2013 - Wiley Online Library
… In total, 416 R&D employees from one research institute and 11 international companies,
mainly based in Germany and working in the high-tech, medical engineering, electronics, …
mainly based in Germany and working in the high-tech, medical engineering, electronics, …
Social exchange in China: The double-edged sword of guanxi
DE Warren, TW Dunfee, N Li - Journal of Business Ethics, 2004 - Springer
… We present two studies that examine the effects of guanxi on multiple social groups from the
… for China’s entry into the World Trade Organization and financial support from international …
… for China’s entry into the World Trade Organization and financial support from international …
Performance pressure as a double-edged sword: Enhancing team motivation but undermining the use of team knowledge
HK Gardner - Administrative Science Quarterly, 2012 - journals.sagepub.com
In this paper, I develop and empirically test the proposition that performance pressure acts
as a double-edged sword for teams, providing positive effects by enhancing the team’s …
as a double-edged sword for teams, providing positive effects by enhancing the team’s …
[DOC][DOC] Intellectual Property Rights and Competition Policy: Double-edged Swords
F Xia - 2001 - angelfire.com
… international organization on IP co-operation and protection, and the WTO TRIPS Agreement,
which is the most comprehensive multilateral agreement on IPRs, divide IPRs into two …
which is the most comprehensive multilateral agreement on IPRs, divide IPRs into two …
[HTML][HTML] Commodity-centric landscape governance as a double-edged sword: the case of soy and the Cerrado Working Group in Brazil
MG Bastos Lima, UM Persson - Frontiers in Forests and Global …, 2020 - frontiersin.org
… The publication of the manifesto, in turn, led several multinational food companies to
respond with a Cerrado Statement of Support (SOS), endorsing its goals, pledging to eliminate …
respond with a Cerrado Statement of Support (SOS), endorsing its goals, pledging to eliminate …
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