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en línea
M. Sutherland,G. Naidu,S. Seabela,S. Crosson    
AbstractThe literature shows that the way in which knowledge workers manage their careers in the global economy has changed fundamentally in the last twenty years. Career capital is a tradable commodity between and within organisations which impacts both... ver más
Revista: South African Journal of Business Management    Formato: Electrónico

 
en línea
G. Gilbert,M. Sutherland    
AbstractManagers are frequently offered conflicting advice as to how to increase organisational success. One of these complex dilemmas is whether to grant employees autonomy, which may lead to self-management and empowerment or alternatively, exercise co... ver más
Revista: South African Journal of Business Management    Formato: Electrónico

 
en línea
Lynn V. Dicks, Richard D. Bardgett, Jenny Bell, Tim G. Benton, Angela Booth, Jan Bouwman, Chris Brown, Ann Bruce, Paul J. Burgess, Simon J. Butler, Ian Crute, Frances Dixon, Caroline Drummond, Robert P. Freckleton, Maggie Gill, Andrea Graham, Rosie S. Hails, James Hallett, Beth Hart, Jon G. Hillier, John M. Holland, Jonathan N. Huxley, John S. I. Ingram, Vanessa King, Tom MacMillan, Daniel F. McGonigle, Carmel McQuaid, Tim Nevard, Steve Norman, Ken Norris, Catherine Pazderka, Inder Poonaji, Claire H. Quinn, Stephen J. Ramsden, Duncan Sinclair, Gavin M. Siriwardena, Juliet A. Vickery, Andrew P. Whitmore, William Wolmer and William J. Sutherland    
Revista: Sustainability    Formato: Electrónico

 
en línea
G. Boyd,M. Sutherland    
AbstractIn the competitive business environment, brand management is viewed as a critical success factor. The importance of building a brand-centric organisation in which employees are ambassadors for the brand is often espoused, but there has been littl... ver más
Revista: South African Journal of Business Management    Formato: Electrónico

 
usuarios registrados
Lombardo, G. Sutherland, A.     Pág. 319 - 347
Revista: JOURNAL OF MACROECONOMICS    Formato: Impreso

 
en línea
G. V.M. Kode,J. C. Ford,M. M. Sutherland    
AbstractThe vast majority of mergers and acquisitions rely on synergies in the value creation process. Only a small proportion of mergers and acquisitions are undertaken for non-synergistic reasons. Many mergers and acquisitions never achieve the pre-dea... ver más
Revista: South African Journal of Business Management    Formato: Electrónico

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