| The impact of high performance work on industry-level outcomes |
Bd:130 |
OR/MS / 46 / 3 / 273 |
| Pay disparities within top management groups: Evidence of harmful effects on performance of high technology firms |
Bd:160 |
OR/MS / 46 / 2 / 147 |
| Can standard operating procedures be motivating? Reconciling process variability issues and behavioral outcomes |
Bd:100 |
OR/MS / 45 / 5 / 529 |
| The effects of internal versus external integration practices on time-based performance and overall firm performance |
Bd:100 |
OR/MS / 45 / 3 / 267 |
| Managing knowledge in the dark: An empirical study of the reliability of capability evaluations |
Bd:130 |
OR/MS / 45 / 3 / 269 |
| Metrics and performance measurement in operations management: Dealing with the metrics maze |
Bd:100 |
OR/MS / 45 / 1 / 35 |
| The design of performance measurement systems for management learning |
Bd:130 |
OR/MS / 45 / 1 / 37 |
| Performance measurement and business results |
Bd:130 |
OR/MS / 45 / 1 / 41 |
| An exploratory study of performance measurement systems and relationships with performance results |
Bd:130 |
OR/MS / 45 / 1 / 43 |
| Exploring organizationally directed citizenship behavior: Reciprocity or “it’s my job”? |
Bd:100 |
OR/MS / 44 / 6 / 635 |
| Designing a performance measurement system: A case study |
Bd:100 |
OR/MS / 44 / 5 / 505 |
| Dynamic innovation strategies and stable networks in the construction industry – implanting solar energy projects in the Sydney Olympic Village |
Bd:130 |
OR/MS / 44 / 5 / 509 |
| Managing learning curves in factories by creating and transferring knowledge |
Bd:130 |
OR/MS / 44 / 4 / 393 |
| Organizational learning as a strategic resource in supply management |
Bd:100 |
OR/MS / 44 / 3 / 265 |
| The impact of human resource management practices on operational performance: Recognizing country and industry differences |
Bd:130 |
OR/MS / 43 / 5 / 513 |
| Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus |
Bd:130 |
OR/MS / 43 / 5 / 517 |
| An integrated operations performance metric |
Bd:140 |
OR/MS / 43 / 4 / 381 |
| Members’ identification with multiple-identity organizations |
Bd:130 |
OR/MS / 43 / 3 / 273 |
| Co-leadership: Lessons from Republican Rome |
Bd:000 |
OR/MS / 43 / 2 / 141 |
| An effective R&D performance measurement system: Survey of Korean R&D researchers |
Bd:170 |
OR/MS / 43 / 1 / 33 |
| An objective review of the effectiveness and essential characteristics of performance feedback in organizational settings (1985-1998) |
Bd:130 |
OR/MS / 42 / 3 / 265 |
| Past the tipping point: The persistence of firefighting in product development |
Bd:150 |
OR/MS / 42 / 3 / 269 |
| Management as a professional discipline |
Bd:000 |
OR/MS / 42 / 2 / 145 |
| Sustainability at Hewlett-Packard: From theory to practice |
Bd:000 |
OR/MS / 42 / 2 / 149 |
| Do performance plan adoptions improve firm performance? An analysis of nine industries |
Bd:130 |
OR/MS / 41 / 6 / 625 |
| Top management team heterogeneity: Personality, power and proxies |
Bd:130 |
OR/MS / 41 / 6 / 629 |
| Layoff policies as a competitive edge |
Bd:130 |
OR/MS / 41 / 5 / 525 |
| Dynamics and dilemmas of women leading women |
Bd:000 |
OR/MS / 41 / 4 / 403 |
| On the role of outsiders in technical development |
Bd:170 |
OR/MS / 41 / 4 / 405 |
| Estimating the marginal willingness to pay for commuting |
Bd:130 |
OR/MS / 41 / 3 / 277 |
| Organizational leadership and authority relations across cultures: Beyond divergence and convergence |
Bd:130 |
OR/MS / 41 / 2 / 143 |
| How control in human-asset-intensive firms differs from physical-asset-intensive firms: A multi-level approach |
Bd:130 |
OR/MS / 40 / 6 / 633 |
