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|a The discipline, study and practice of management :
|b a reflective inquiry /
|c guest editor, Kazem Chaharbaghi.
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260 |
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|a [Bradford, England] :
|b Emerald Group Pub.,
|c 2004.
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300 |
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|a 1 online resource (pages 361-611.)
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|a Management decision,
|x 0025-1747 ;
|v v. 42, no. 3/4, 2004
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|a Includes bibliographical references.
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|a Print version record.
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|a Introduction: The discipline, study and practice of management: a reflective inquiry -- Co-producing management knowledge -- Can management educators and scholars become effective managers? Can managers become effective management educators and scholars? -- The practice of management education in Australian universities; Integratively balancing structured and unstructured thinking: a prescription for success in both doing and teaching management -- Identity work in the transition from manager to management academic -- Teaching management and management educators: some considerations -- Can management be taught? If so, what should management education curricula include and how should the process be approached? -- The usefulness of management education: what has the university done for us? -- Developing the researcher-manager interface in the case analysis process -- A reflection on theory building and the development of management knowledge -- Is management education beneficial to society? -- A new paradigm for business education: the role of the business educator and business school -- Back to basics an beyond: strategic management -- an area where practice and theory are poorly related -- Missing the point? Management education and entrepreneurship -- Teaching enterprise in vocational disciplines: reflecting on positive experience.
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|a The division between academic knowledge and its relevance for practice is an enduring problem across many fields. Nowhere is this division more pronounced, and resolution of its negative features more required, than in academic management research and its relationship to management practice, for the advent of the knowledge revolution requires that organizations capitalize on all available assets including knowledge assets when improving performance either by increasing efficiencies or ensuring mission delivery in the medium term. How companies might achieve this has become a key question. This.
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546 |
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|a English.
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590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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650 |
|
0 |
|a Management.
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650 |
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0 |
|a Organization.
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650 |
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6 |
|a Gestion.
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650 |
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7 |
|a management.
|2 aat
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650 |
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7 |
|a BUSINESS & ECONOMICS
|x Workplace Culture.
|2 bisacsh
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650 |
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7 |
|a BUSINESS & ECONOMICS
|x Corporate Governance.
|2 bisacsh
|
650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Leadership.
|2 bisacsh
|
650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Organizational Development.
|2 bisacsh
|
650 |
|
7 |
|a Organization
|2 fast
|
650 |
|
7 |
|a Management
|2 fast
|
653 |
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|a Andre fag (naturvidenskab og teknik)
|a Andre fag
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700 |
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|a Chaharbaghi, Kazem.
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|z 0861769678
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|a Management decision ;
|v v. 42, no. 3/4.
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