標(biāo)題: Titlebook: Culture Change in Organizations; A Toolkit for Applie Svea von Hehn,Nils I. Cornelissen,Claudia Braun Book 20241st edition The Editor(s) (i [打印本頁] 作者: STH 時(shí)間: 2025-3-21 16:54
書目名稱Culture Change in Organizations影響因子(影響力)
書目名稱Culture Change in Organizations影響因子(影響力)學(xué)科排名
書目名稱Culture Change in Organizations網(wǎng)絡(luò)公開度
書目名稱Culture Change in Organizations網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Culture Change in Organizations被引頻次
書目名稱Culture Change in Organizations被引頻次學(xué)科排名
書目名稱Culture Change in Organizations年度引用
書目名稱Culture Change in Organizations年度引用學(xué)科排名
書目名稱Culture Change in Organizations讀者反饋
書目名稱Culture Change in Organizations讀者反饋學(xué)科排名
作者: 頭盔 時(shí)間: 2025-3-21 21:08
Svea von Hehn,Nils I. Cornelissen,Claudia BraunOptimal kit for cultural change in organizations: offers well-founded and practical instructions.Clearly structured: alignment, planning, implementation, consolidation.Easy to understand: with checkli作者: 輕快帶來危險(xiǎn) 時(shí)間: 2025-3-22 02:42 作者: 聯(lián)合 時(shí)間: 2025-3-22 08:25
https://doi.org/10.1007/978-3-662-66636-4Culture change; Organizations; Construction kit for cultural change; Change management; Organizational d作者: 吝嗇性 時(shí)間: 2025-3-22 11:57
978-3-662-66635-7The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer-Verlag GmbH, DE作者: Capitulate 時(shí)間: 2025-3-22 14:06 作者: Capitulate 時(shí)間: 2025-3-22 19:02
Contributions to Management Scienceers to the so-called non-technical part of change processes. This involves sustainable changes in behavior and attitudes of people within an organization. This chapter conveys the first part of the basics: The terms “organizational culture” and “culture change” are explained. In addition, this chapt作者: antiandrogen 時(shí)間: 2025-3-22 23:38 作者: 狂亂 時(shí)間: 2025-3-23 02:56 作者: 節(jié)省 時(shí)間: 2025-3-23 05:32 作者: Badger 時(shí)間: 2025-3-23 11:15
Risk-Taking and Organisation Performance,o-called non-technical part of change processes, i.e. a sustainable change of behavior and attitudes of the people within an organization. This chapter describes the third of four phases of a systematically supported culture change, the implementation. It shows how an integrated philosophy can be us作者: 的染料 時(shí)間: 2025-3-23 17:51
Risk-Taking and Organisation Performance,so-called non-technical part of change processes, i.e. a sustainable change in the behavior and attitudes of the people in an organization. This chapter describes the last of four phases of a systematically supported culture change, the consolidation. The complete anchoring of the interventions of t作者: 溫和女人 時(shí)間: 2025-3-23 20:26
https://doi.org/10.1007/3-7985-1553-0 so-called non-technical part of change processes, i.e. a sustainable change of behavior and attitudes of the people within an organization. While the previous chapters described the approach and the techniques to drive change in an organization, here the focus is on the person. Successful change re作者: blithe 時(shí)間: 2025-3-24 02:03 作者: 消極詞匯 時(shí)間: 2025-3-24 03:28 作者: 魅力 時(shí)間: 2025-3-24 08:50
Contributions to Management Science provides insights into the development of organizational theories up to the current understanding of culture change and sheds light on the change from an initial skepticism towards psychological issues at the executive level to a self-understanding of the importance of the issue of culture for business success.作者: 與野獸博斗者 時(shí)間: 2025-3-24 13:09 作者: KEGEL 時(shí)間: 2025-3-24 18:38 作者: 寬容 時(shí)間: 2025-3-24 19:44
Risk-Taking and Organisation Performance,dissolution of the project bodies, is discussed and the evaluation and documentation of the results are presented. The long-term consolidation, for example, through a 10,000-mile check, is also outlined.作者: Expurgate 時(shí)間: 2025-3-25 00:52 作者: Indigence 時(shí)間: 2025-3-25 05:20
Phase 4: Sustain,dissolution of the project bodies, is discussed and the evaluation and documentation of the results are presented. The long-term consolidation, for example, through a 10,000-mile check, is also outlined.作者: 使成核 時(shí)間: 2025-3-25 10:25
,The Relevance of the Person—Mastering Change Through Emotional Intelligence,onal intelligence (EQ) in change processes is presented in connection with resilience and inspiring leadership. The chapter shows that EQ can be trained, for example, by mindfulness techniques and how one’s own continuous development through a change of habits can be achieved through willpower. Because: Change starts with oneself.作者: Daily-Value 時(shí)間: 2025-3-25 12:18
The Influence of Culture on Organizational Success,ers to the so-called non-technical part of change processes. This involves sustainable changes in behavior and attitudes of people within an organization. This chapter conveys the first part of the basics: The terms “organizational culture” and “culture change” are explained. In addition, this chapt作者: ostrish 時(shí)間: 2025-3-25 17:35 作者: lacrimal-gland 時(shí)間: 2025-3-25 21:28 作者: Mri485 時(shí)間: 2025-3-26 01:52
Phase 2: Plan, so-called non-technical part of change processes, i.e. a sustainable change in the behavior and attitudes of the people within an organization. This chapter describes the second of four phases of a systematically supported culture change, the planning. It describes how the appropriate interventions作者: Pageant 時(shí)間: 2025-3-26 06:46 作者: Prognosis 時(shí)間: 2025-3-26 11:54 作者: 勾引 時(shí)間: 2025-3-26 13:31 作者: 譏諷 時(shí)間: 2025-3-26 17:04 作者: Eructation 時(shí)間: 2025-3-27 00:26
Why Managers and Companies Take Risksrrent research findings from behavioral science, psychology, and neuroscience and have proved to be relevant in the authors’ decades of practical experience, especially for the sustainable success of culture change.作者: MEAN 時(shí)間: 2025-3-27 04:20 作者: 有害處 時(shí)間: 2025-3-27 06:10 作者: Isolate 時(shí)間: 2025-3-27 10:13
Risk-Taking and Organisation Performance, the development of symbolic actions, the visibility of which shows all stakeholders that the change has already begun. In addition, the chapter focuses on communication in change processes using a communication plan and a wide range of communication tools. The conducting of workshops in different f作者: Certainty 時(shí)間: 2025-3-27 15:59
sources professionals, people from organizational development, consultants in startups, mid-sized companies and global international corporations as well as public organizations.Authors.Dr. Svea von Hehn has be978-3-662-66635-7978-3-662-66636-4作者: Angiogenesis 時(shí)間: 2025-3-27 18:52
Book 20241st editionccess factors, background,reflection and exercise boxes.Target groups.Executives, human resources professionals, people from organizational development, consultants in startups, mid-sized companies and global international corporations as well as public organizations.Authors.Dr. Svea von Hehn has be作者: 等待 時(shí)間: 2025-3-28 01:21 作者: 痛得哭了 時(shí)間: 2025-3-28 05:56 作者: 補(bǔ)充 時(shí)間: 2025-3-28 09:26 作者: precede 時(shí)間: 2025-3-28 13:51
Phase 3: Implement, the development of symbolic actions, the visibility of which shows all stakeholders that the change has already begun. In addition, the chapter focuses on communication in change processes using a communication plan and a wide range of communication tools. The conducting of workshops in different f作者: 人工制品 時(shí)間: 2025-3-28 15:40
Elizabeth A. Strandshort and very cogent resume of Reid‘s aes- thetic position, obviously found himself drawn to other elements of Reid‘s philosophy. There are, of course, some accounts of Reid‘s aes- thetic theory to be found in the various studies of eighteenth-century British aesthetics and criticism. None, however作者: palette 時(shí)間: 2025-3-28 21:12 作者: 蝕刻 時(shí)間: 2025-3-29 02:24 作者: BRIDE 時(shí)間: 2025-3-29 03:44
Experimental Study of a Vortex Generated at the Edge of a Channel with a Stepand, the detection of vortices composing the dipole was made with the synthetic Schlieren method. Vortices are low pressure regions, then they produce a deformation of the free surface which can be detected with this method. We observed that at the channel output a horseshoe vortex is formed by the 作者: 憤怒歷史 時(shí)間: 2025-3-29 07:19
Der Zugang, seine Reichweite und Methodologie,Folgenden auch darum gehen müssen, das Verh?ltnis von konzeptueller Beschreibung, empirischer Erforschung sowie normativer Begründung genauer zu fassen. Der Grund dafür ist, dass wir hier gewisserma?en zwei einander gegenüberstehende und scheinbar widersprüchliche Tendenzen haben, die zwar selten in
