No. 26-3, July 2015
Index
- A Multi‐level Dialectical–Paradox Lens for Top Management Team Strategic Decision‐Making in a Corporate Venture
- An Archaeological Critique of ‘Evidence‐based Management’: One Digression After Another
- Call for Papers – Special Issue on Nonmarket Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings
- Changing Business Models and Employee Representation in the Airline Industry: A Comparison of British Airways and Deutsche Lufthansa
- Diffusion in the Face of Failure: The Evolution of a Management Innovation
- Exploring Impact: Theory and Practice in Research that Makes a Difference
- Managing Co‐creation Design: A Strategic Approach to Innovation
- Off to Plan or Out to Lunch? Relationships between Design Characteristics and Outcomes of Strategy Workshops
- Recognising the service of our referees
- The Role of Task and Process Conflict in Strategizing
- The SERVICE Framework: A Public‐service‐dominant Approach to Sustainable Public Services
- Too Big to Learn: The Effects of Major Acquisition Failures on Subsequent Acquisition Divestment
- Towards Common Ground and Trading Zones in Management Research and Practice
- Workplace Flexibility Practices and Corporate Performance: Evidence from the British Private Sector