Search results for Management

1 - Introduction
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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16 April 2019

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17 September 2018, pp 1-24
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3 - Styles of leadership
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 62-98
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10 - Leading teams, coaching and mentoring
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 254-279
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12 - Strategic leadership and succession planning
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 305-330
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8 - Power, politics and influence
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 190-221
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11 - Leading change
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 280-304
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5 - Followership
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 116-137
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Opening new markets for clean energy: The role of project developers in the global diffusion of renewable energy technologies
Bjarne Steffen, Tyeler Matsuo, Davita Steinemann, Tobias S. Schmidt
Journal:

Business and Politics / Volume 20 / Issue 4 / December 2018

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17 September 2018, pp. 553-587
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As renewable energy supply chains have grown increasingly globalized, national clean energy transitions have become highly influenced by international dynamics. However, these dynamics are themselves collectively shaped by domestic policy that drives the deployment of renewables. While spatial spillovers of domestic renewable energy policies have been studied on an aggregate level regarding policy diffusion or the flows of technology across countries, implications on an actor-level have been largely neglected. This article addresses this gap by analyzing global patterns of market openings for wind, solar PV, and biomass, focusing on the role of private project developers in developing countries. We use a mixed method design, based on a newly merged dataset encompassing eighty countries, and on interviews with pioneering project developers. Results highlight how patterns in market openings are shaped considerably by technology characteristics. Further, empirical results show international private developers are a key first mover in many developing countries. We explore drivers for this internationalization trend, including the impact of international developers' home country policies and the accumulation of tacit knowledge from home country markets for market openings abroad. Finally, we discuss implications for industrial policy and argue for further research on global spillovers of national policies on the actor-level.

Dedication
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp v-vi
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4 - Ethics, values and responsible leadership
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 99-115
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9 - Communication and conflict resolution
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 222-253
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7 - Creating organisational culture
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 160-189
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Case Studies
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp xiv-xv
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Frontmatter
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp i-iv
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Rethinking femininity in organisations: Experimental insights into team composition
Ronald Busse
Journal:

Journal of Management & Organization / Volume 26 / Issue 5 / September 2020

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17 September 2018, pp. 866-879
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Role incongruity, sex role stereotypes and candidate selection procedures which oversatisfy masculine role expectations evoke an underrepresentation of femininity in organisations. The author seeks to remedy this bad state of affairs. This study is designed based on an experiment with 288 young executives simulating self-organised work groups and manipulated the degree of gender-related (not sex-related) heterogeneity. Results generally show a curvilinear relationship with an upright U-shaped format between heterogeneity and performance, team identity and intrateam communication. The major contribution in specific is that highly homogeneous teams outperform other team types in the short run, whereas highly heterogeneous teams succeed in the long run. Consequently, this work recommends ‘femininity enrichment’ in firms and discusses manageable practical advice to do so. As for the laboratory character, findings and implications for practicing managers have to be treated with caution. Finally, the most promising avenues for further research are illuminated.

14 - Creativity, innovation and leadership
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp 356-378
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Contents
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp vii-xi
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Figures and Tables
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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17 September 2018, pp xii-xiii
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About The Authors
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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16 April 2019

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17 September 2018, pp xvi-xviii
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6 - Cross-cultural leadership
Nuttawuth Muenjohn, Murdoch University, Western Australia, Adela McMurray, Royal Melbourne Institute of Technology, Mario Fernando, University of Wollongong, New South Wales, James Hunt, University of Newcastle, New South Wales, Martin Fitzgerald, University of Newcastle, New South Wales, Bernard McKenna, University of Queensland, Ali Intezari, Massey University, Auckland, Sarah Bankins, Macquarie University, Sydney, Jenny Waterhouse, University of Newcastle, New South Wales
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Leadership

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16 April 2019

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17 September 2018, pp 138-159
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Management

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46841 results in Management

1 - Introduction

3 - Styles of leadership

10 - Leading teams, coaching and mentoring

12 - Strategic leadership and succession planning

8 - Power, politics and influence

11 - Leading change

5 - Followership

Opening new markets for clean energy: The role of project developers in the global diffusion of renewable energy technologies

Dedication

4 - Ethics, values and responsible leadership

9 - Communication and conflict resolution

7 - Creating organisational culture

Case Studies

Frontmatter

Rethinking femininity in organisations: Experimental insights into team composition

14 - Creativity, innovation and leadership

Contents

Figures and Tables

About The Authors

6 - Cross-cultural leadership

Management

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46841 results in Management