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  1. The Interaction of Change Agent Actions and Perceived Change Recipient Responses During Planned Organizational Change: A Strong Structuration Study

  2. Complexity Leadership, Generative Emergence, and Innovation in High Performing Nonprofit Organizations

  3. An Exploration of the Role of Leadership Behaviors and Ambidexterity in Online Learning Units

  4. Through the Looking Glass of Complexity Leadership Theory: A Biomedical Case Study in Radical Innovation Leadership

  5. The Relationship of Distributed Expertise and Shared Leadership in New Product Development Teams: A Comparative Case Study

  6. Experiencing Directed Change during the Action and Maintenance Stages in a “Loose-Tight” Coupled Organization