Organizational behavior: emerging knowledge, global reality
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
Mc Graw-Hill
2015
|
| Ausgabe: | 7. ed., global ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 478 S., Anh. Ill., graph. Darst. |
| ISBN: | 9789814575423 9814575429 |
Internformat
MARC
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| 245 | 1 | 0 | |a Organizational behavior |b emerging knowledge, global reality |c Steven L. McShane ; Mary Ann Von Glinow |
| 250 | |a 7. ed., global ed. | ||
| 264 | 1 | |a Boston [u.a.] |b Mc Graw-Hill |c 2015 | |
| 300 | |a XXVII, 478 S., Anh. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804152737863041024 |
|---|---|
| adam_text | Preface xvi
INTRODUCTION
Chapter I Introduction to the
Field of Organizational Behavior 2
Welcome to the Field of Organizational
Behaviorl 4
The Field of Organizational Behavior 4
Historical Foundations of Organizational Behavior 5
Why Study Organizational Behavior? 6
Perspectives of Organizational
Effectiveness 7
Open Systems Perspective 8
Global Connections 1.1: Zara Relies on Open
Systems Thinking for Fast Fashion 9
Organizational Learning Perspective 10
High-Performance Work Practices (HPWP)
Perspective 13
Stakeholder Perspective 14
Connecting the Dots: Organizational Effectiveness and
Organizational Behavior 16
Contemporary Challenges for
Organizations 17
Globalization 17
Increasing Workforce Diversity 18
Emerging Employment Relationships 20
Anchors of Organizational Behavior
Knowledge 22
The Systematic Research Anchor 23
Debating Point: Is There Enough Evidence to Support
Evidence-Based Management? 24
The Multidisciplinary Anchor 24
The Contingency Anchor 25
The Multiple Levels of Analysis Anchor 25
The Journey Begins 25
Chapter Summary 26
Key Terms 26
Critical Thinking Questions 27
Case Study: Improving Health by Getting Lean 27
Web Exercise: Diagnosing Organizational
Stakeholders 28
Self-Assessment: It all Makes Sense? 28
Chapter 2 Individual Behavior,
Personality, and Values 30
MARS Model of Individual Behavior and
Performance 32
Employee Motivation 33
Ability 33
Role Perceptions 34
Situational Factors 35
Types of Individual Behavior 35
Task Performance 35
Organizational Citizenship 36
Counterproductive Work Behaviors 37
Joining and Staying with the
Organization 37
Maintaining Work Attendance 38
Personality in Organizations 38
Personality Determinants: Nature versus
Nurture 39
Five-Factor Model of Personality 40
Jungian PersonalityTheory and the Myers-Briggs
Type Indicator 42
Personality Testing in Organizations 44
Debating Point: Can Compartmentalization of Values
Assist Employees To Perform Better? 44
Values in the Workplace 45
Types of Values 45
Values and Individual Behavior 47
Values Congruence 47
Ethical Values and Behavior 48
Three Ethical Principles 49
Moral Intensity, Moral Sensitivity, and Situational
Influences 49
Supporting Ethical Behavior 51
Values Across Cultures 52
Individualism and Collectivism 52
Power Distance 53
Uncertainty Avoidance 54
Achievement-Nurturing Orientation 54
X
Contents
Global Connections 2.1: Adapting Company
Strategy to Values 54
Caveats About Cross-Cultural Knowledge 55
Cultural Diversity Within the United States 55
Chapter Summary 56
Key Terms 56
Critical Thinking Questions 57
Case Study: Pushing Papers Can Be Fun 57
Class Exercise: Test Your Knowledge
of Personality 58
Class Exercise: Personal Values Exercise 59
Team Exercise: Ethics Dilemma Vignettes 59
Self ֊ Assessment: Are You Introverted
or Extroverted? 60
3 Perceiving Ourselves and Others
in Organizations 62
Self-Concept: How We Perceive Ourselves 64
Self-Concept Complexity, Consistency, and Clarity 64
Self-Enhancement 66
Self-Verification 67
Self-Evaluation 67
The Social Self 68
Self-Concept and Organizational Behavior 69
Perceiving the World Around Us 70
Perceptual Organization and Interpretation 72
Specific Perceptual Processes and Problems 73
Stereotyping in Organizations 73
Attribution Theory 76
Self-Fulfilling Prophecy 78
Other Perceptual Effects 79
Improving Perceptions 81
Awareness of Perceptual Biases 81
Debating Point: Do We Need Diversity Training
Programs? 81
Improving Self-Awareness 82
Meaningful Interaction 83
Global Connections 3.1: Experiencing Meaningful
Interaction on the Front Line 84
Global Mindset: Developing Perceptions Across
Borders 84
Developing a Global Mindset 85
Developing a Global Mindset Through Immersion 86
Chapter Summary 86
Key Terms 87
Critical Thinking Questions 87
Case Study: Hy Dairies, Inc. 88
Web Exercise: Diversity Stereotyping on Display in
Corporate Websites 89
Team Exercise: Personal and Organizational Strategies for
Developing a Global Mindset 89
Self-Assessment: How Much Does Work Define Your
Self-Concept? 90
chapter 4 Workplace Emotions,Attitudes,
and Stress 92
Emotions in the Workplace 94
Types of Emotions 94
Emotions, Attitudes, and Behavior 95
Debating Point: Emotional Labor: A Boon
or Bane? 98
Managing Emotions at Work 99
Emotional Display Norms Across Cultures 100
Emotional Dissonance 100
Emotional Intelligence 101
Emotional Intelligence Outcomes and Training 102
Job Satisfaction 103
Job Satisfaction and Work Behavior 105
Job Satisfaction and Performance 106
job Satisfaction and Customer Satisfaction 106
Job Satisfaction and Business Ethics 107
Organizational Commitment 108
Consequences of Affective and
Continuance Commitment 109
Building Organizational Commitment 109
Work-Related Stress and Its Management 110
General Adaptation Syndrome I 10
Consequences of Distress I I I
Stressors:The Causes of Stress I 12
Global Connections 4.1: Working to Death in
China 113
Individual Differences in Stress I 14
Managing Work-Related Stress I 14
Chapter Summary 116
Key Terms N 7
Case Study: Rough Seas on the LINK650 117
Class Exercise: Strengths-Based Coaching 118
Team Exercise: Ranking Jobs on Their Emotional
Labor 119
Self-Assessment: Are You in Touch with
Your Emotions? 120
CHAFV R H Foundations of Employee
Motivation 122
Employee Engagement 124
Employee Drives and Needs 125
Individual Differences in Needs 126
Maslow’s Needs Hierarchy Theory 127
Contents
XI
Learned Needs Theory 128
Four-Drive Theory 130
Expectancy Theory of Motivation 133
Expectancy Theory in Practice 134
Organizational Behavior Modification and Social
Cognitive Theory 136
Organizational Behavior Modification 136
Global Connections 5.1: Reinforcing Work Behavior
Through Gamification 138
Social Cognitive Theory 138
Goal Setting and Feedback 139
Balanced Scorecard 141
Characteristics of Effective Feedback 141
Sources of Feedback 143
Evaluating Goal Setting and Feedback 144
Organizational Justice 144
Equity Theory 144
Debating Point: Are Employees Motivated
Solely by Money? 145
Procedural Justice 147
Chapter Summary 148
Key Terms 149
Critical Thinking Questions 149
Case Study: Predicting Harry’s Work Effort 150
Case Study: Cincinnati Super Subs 151
Class Exercise: Needs Priority Exercise 152
Class Exercise: The Learning Exercise 153
Team Exercise: Bonus Decision Exercise 153
Self-Assessment: Need Strength Questionnaire 154
Applied Performance
Practices 156
The Meaning of Money in the Workplace 150
Financial Reward Practices 159
Membership- and Seniority-Based Rewards 160
Job Status-Based Rewards 160
Competency-Based Rewards 161
Performance-Based Rewards 161
Improving Reward Effectiveness 163
Debating Point: Is It Time to Ditch the Performance
Review? 164
Link Rewards to Performance 164
Ensure That Rewards Are Relevant 165
Use Team Rewards for Interdependent Jobs 165
Ensure That Rewards Are Valued 165
Watch Out for Unintended Consequences 165
Global Connections 6.1: When Rewards Go
Wrong 166
Job Design Practices 167
job Design and Work Efficiency 167
Scientific Management 168
Problems with Job Specialization 168
Job Design and Work Motivation 169
Core Job Characteristics 170
Global Connections 6.2: Task Significance:
Charity Fund Raising 171
Critical Psychological States 171
Individual Differences 17!
Social and Predictability job Characteristics 177
Job Design Practices that Motivate 172
Job Rotation 172
Job Enlargement 173
Job Enrichment 173
Empowerment Practices 175
Supporting Empowerment 175
Global Connections 6.3: Svenska Handelsbcmken
Branch-Level Empowerment 176
Self-Leadership Practices 176
Self-Leadership Strategies ! 77
Effectiveness of Self-Leadership 179
Personal and Situational Predictors of Self-Leadership 179
Chapter Summary 180
Key Terms 181
Critical Thinking Questions 181
Case Study: Yakkatech, Inc. 181
Team Exercise: Is Student Work Enriched? 182
Self-Assessment: What Is Your Attitude Toward Money? 184
c: L vTrfu V’ Decision Making and Creativity 186
Rational Choice Paradigm of Decision Making 160
Rational Choice Decision-Making Process 189
Problems with the Rational Choice Paradigm 190
identifying Problems and Opportunities 190
Problems with Problem Identification 191
Global Connections 7,1: Famous Missed
Opportunities 192
Identifying Problems and Opportunities More Effectively 193
Searching for. Evaluating, and Choosing
Alternatives 193
Problems with Goals 193
Problems with Information Processing 193
Problems with Maximization 195
Evaluating Opportunities 196
Emotions and Making Choices 196
Intuition and Making Choices 198
Making Choices More Effectively 198
Implementing Decisions 199
xiî
Contents
Evaluating Decision Outcomes 199
Escalation of Commitment 200
Evaluating Decision Outcomes More Effectively 201
Creativity 201
The Creative Process 202
Characteristics of Creative People 203
Organizational Conditions Supporting Creativity 205
Activities That Encourage Creativity 205
Employee Involvement in Decision Making 206
Debating Point: Should Organizations Practice
Democracy? 207
Global Connections 7.2: Haidilao, the Innovative
Hot Pot Restaurant 208
Benefits of Employee Involvement 208
Contingencies of Employee Involvement 209
Chapter Summary 210
Key Terms 21 I
Critical Thinking Questions 211
Case Study: Employee Involvement Cases 212
Feam Exercise: Where in the World Are We? 213
Class Exercise: The Hopping Orange 216
Class Exercise: Creativity Brainbusters 216
Self-Assessment: Measuring Your Creative Personality 216
l^gBE TEAM PROCESSES
chapter 8 Team Dynamics 218
Teams and Informal Groups 220
Informal Groups 222
Advantages and Disadvantages of Teams 223
The Challenges ofTeams 224
A Model of Team Effectiveness 225
Organizational and Team Environment 225
Team Design Elements 226
Task Characteristics 226
Team Size 228
Team Composition 228
Global Connections 8.1: Finding Team Players at
Menlo Innovations 229
Team Processes 231
Team Development 231
Developing Team Identities and Mental Models 232
Team Norms 234
Team Cohesion 234
Team Trust 237
Self-Directed Teams 238
Success Factors for Self-Directed Teams 239
Virtual Teams 239
Debating Point: Does Teamwork
Work? 240
Success Factors for Virtual Teams 241
Team Decision Making 241
Constraints on Team Decision Making 242
Improving Creative Decision Making in Teams 243
Brainstorming 243
Chapter Summary 245
Key Terms 245
Critical Thinking Questions 246
Case Study: ArbreCorp Ltée 246
leam Exercise: Team Tower Power 247
Team Exercise: Human Checkers 248
Team Exercise: Mist Ridge 249
Self-Assessment: What Team Roles Do You
Prefer? 250
cmaptesi ? Communicating in Teams
and Organizations 252
The Importance of Communication 254
A Model of Communication 255
Influences on Effective Encoding and Decoding 256
Communication Channels 257
Internet-Based Communication 257
Problems with E-Mail 258
Global Connections 9.1: Burgers for All 259
Workplace Communication Through
Social Media 260
Nonverbal Communication 261
Choosing the Best Communication Channel 262
Social Acceptance 262
Media Richness 263
Communication Channels and Persuasion 265
Communication Barriers (Noise) 266
Information Overload 267
Cross-Cultural and Gender Communication 268
Nonverbal Differences Across Cultures 268
Global Connections 9.2: Politely Waiting for Some
Silence 269
Gender Differences in Communication 269
Improving Interpersonal Communication 270
Getting Your Message Across 270
Active Listening 271
Improving Communication Throughout the
Hierarchy 272
Workspace Design 272
Internet-Based Organizational Communication 272
Direct Communication With Top Management 273
Contents
Communicating Through the Grapevine 274
Grapevine Characteristics 274
Grapevine Benefits and Limitations 274
Debating Point: Are Social Media Sites Good
Communication Channels? 275
Chapter Summary 276
Key Terms 276
Critical Thinking Questions 277
Case Study: Communicating with the Millennials 277
feam Exercise: Active Listening Exercise 278
Team Exercise: Cross-Cultural Communication Game 279
;eIf Assessment: Are You an Active Listener? 280
.. te Ac Power and Influence
in the Workplace 282
The Meaning of Power 284
Sources of Power in Organizations 286
Legitimate Power 286
Reward Power 288
Coercive Power 288
Expert Power 288
Referent Power 289
Contingencies of Power 290
Substitutability 290
Centrality 290
Visibility 291
Discretion 291
Debating Point: How Much Power Do CEOs Really
Possess? 292
The Power of Social Networks 293
Social Capital and Sources of Power 293
Gaining Power Through Social Networks 294
Consequences of Power 296
influencing Others 296
ilobal Connections 10.1: Ethical influence in
Modern Organizations 297
Types of Influence Tactics 298
Consequences and Contingencies of Influence Tactics 301
Organizational Politics 303
Minimizing Organizational Politics 303
(-hapter Summary 304
Key Terms 305
C ritical Thinking Questions 305
Case Study: Resonus Corporation 306
ieam Exercise: Deciphering the Network 307
I earn Exercise: Managing Your Boss 308
Self-Assessment: How Do You Influence Coworkers and
Other Peers? 308
chapter SI Conflict and Negotiation
in the Workplace 310
The Meaning and Consequences of Conflict 312
Is Conflict Good or Bad? 3 f 2
The EmergingView:Task and Relationship Conflict 3 13
Global Connections 11.1: High Cost of On-Board
Conflicts 314
Conflict Process Model 316
Structural Sources of Conflict in Organizations 317
Incompatible Goals 317
Differentiation 3 17
Interdependence 318
Scarce Resources 319
Ambiguous Rules 319
Communication Problems 319
interpersonal Conflict Handling Styles 319
Choosing the Best Conflict Handling Style 321
Cultural and Gender Differences in
Conflict Handling Styles 323
Structural Approaches to Conflict Management 323
Emphasizing Superordinate Goals 323
Reducing Differentiation 324
Improving Communication and Mutual Understanding 324
Reducing Interdependence 325
Increasing Resources 326
Clarifying Rules and Procedures 326
Third-Party Conflict Resolution 326
Choosing the Best Third-Party Intervention Strategy 327
Resolving Conflict through Negotiation 327
Bargaining Zone Model of Negotiations 328
Debating Point: Is Creating Value Such a Good
Negotiation Strategy? 329
Strategies for Claiming Value 329
Strategies for Creating Value 330
Situational Influences on Negotiations 331
Chapter Summary 332
Key Terms 333
Critical Thinking Questions 333
Case Study: Car Wars at Wolfsburg 334
Class Exercise: The Contingencies of Conflict Handling 335
Team Exercise: Ugli Orange Role Play 338
Self-Assessment: What Is Your Preferred Conflict Handling
Style? 338
CHAPTER 11 Leadership in Organizational
Settings 340
What Is Leadership? 342
Shared Leadership 342
xiv
Contents
Transformational Leadership Perspective 344
Develop and Communicate a Strategic Vision 344
Model the Vision 346
Encourage Experimentation 346
Build Commitment Toward the Vision 347
Transformational Leadership and Charisma 347
Evaluating the Transformational Leadership Perspective 348
Managerial Leadership Perspective 348
Task-Oriented and People-Oriented Leadership 350
Servant Leadership 350
Path-Goal Leadership Theory 351
Other Managerial Leadership Theories 354
Leadership Substitutes 355
Implicit Leadership Perspective 356
Prototypes of Effective Leaders 356
The Romance of Leadership 356
Competency Perspective of Leadership 357
Authentic Leadership 359
Competency Perspective Limitations and
Practical Implications 360
Cross-Cultural and Gender Issues in
Leadership 360
Debating Point: Aren t Leadership
and Strategy About The Same? 361
Gender and Leadership 362
Chapter Summary 362
Key Terms 363
Critical Thinking Questions 363
Case Study: A Window on Life 364
Team Exercise: Leadership Diagnostic Analysis 365
Self Assessment: Do Leaders Make a Difference? 365
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CHARTS Pi i â Designing
Organizational Structures 368
Division of Labor and Coordination 370
Division of Labor 370
Coordinating Work Activities 371
Elements of Organizational Structure 373
Span of Control 374
Debating Point: Should Organizations Cut Back
Middle Management? 376
Centralization and Decentralization 377
Formalization 377
Mechanistic versus Organic Structures 378
Forms of Departmentalization 379
Simple Structure 380
Functional Structure 380
Global Connections 13.1: Toyota Shifts Gears from a
Functional to Regional Structure 381
Divisional Structure 381
Team-Based Structure 384
Matrix Structure 385
Network Structure 387
Contingencies of Organizational Design 389
External Environment 389
Organizational Size 390
Technology 391
Organizational Strategy 391
Chapter Summary 391
Key Terms 392
Critical Thinking Questions 392
Case Study: Merritt’s Bakery 393
Team Exercise: The Club Ed Exercise 394
Self-Assessment: What Organizational Structure Do You
Prefer? 394
chapter 14 Organizational Culture 396
Elements of Organizational Culture 398
Espoused vs. Enacted Values 399
Global Connections 14.1: YTL s Faith-Based Culture:
Espoused versus Enacted Values 400
Content of Organizational Culture 400
Organizational Subcultures 401
Deciphering Organizational Culture Through
Artifacts 402
Organizational Stones and Legends 403
Organizational Language 403
Rituals and Ceremonies 403
Physical Structures and Symbols 404
Is Organizational Culture Important? 404
Contingencies of Organizational Culture and
Effectiveness 405
Debating Point: Is Corporate Culture an Overused
Phrase? 407
Organizational Culture and Business Ethics 408
Merging Organizational Cultures 408
Bicultural Audit 409
Strategies for Merging Different Organizational Cultures 409
Changing and Strengthening Organizational
Culture 411
Actions of Founders and Leaders 41 I
Align Artifacts with the Desired Culture 412
Introduce Culturally Consistent Rewards and
Recognition 412
Contents
XV
Support Workforce Stability and Communication 412
Use Attraction, Selection, and Socialization for
Cultural Fit” 413
Organizational Socialization 414
Organizational Socialization as a Learning and Adjustment
Process 415
Organizational Socialization and Psychological
Contracts 415
Stages of Organizational Socialization 416
Improving the Socialization Process 417
t hapœr Summary 419
!/ 1er ms 419
՛ - i; r a IT h inking Ouesti ons 420
՛ Study. Hillton’s Transformation 420
i i exercise: Organizational Culture Metaphors 42՜!
T a,֊..՝; i ixoroise: Diagnosing Corporate Culture
Proclamations 422
-֊ :|f Assessment Which Corporate Culture Do You
Prefer? 423
4 :. Rfi ;!K Organizational Change 424
Lewins Force Field Analysis Model 426
Understanding Resistance to Change 427
Why Employees Resist Change 428
Unfreezing, Changing, and Refreezing 431
Creating an Urgency for Change 431
Reducing the Restraining Forces 433
Global Connections 15.1: Communicate, Involve, or
Change Your People 435
Refreezing the Desired Conditions 436
Leadership, Coalitions, and Pilot Projects 436
Transformational Leadership and Change 436
dobed Connections 15.2: Driving Change Through o:
v hie Ford Vision 437
Coalitions, Social Networks, and Change 437
Pilot Projects and Diffusion of Change 438
Approaches to Organizational Change 440
Action Research Approach 440
Appreciative Inquiry Approach 441
Debating Point: What s the Best Speed for
Organizational Change? 442
Large Group Intervention Approach 445
Parallel Learning Structure Approach 446
Cross-Cultural and Ethical Issues in Organizational
Change 446
Organizational Behavior: The Journey Continues 447
Chapter Summary 447
Key Terms 448
Critical Thinking Questions 448
Case Study: TransAct Insurance Corporation 449
learn Exercise: Strategic Change Incidents 450
Self-Assessment: Are You Tolerant of Change? 450
Case iA MIR Kiss? 452
Case Arctic Mining Consultants 453
Case 3: Chengdu Bus Group 455
Case 4: Fran Hayden Joins Dairy Engineering 456
Case 5: From Lippert-Johanson Incorporated to Fenway
Waste Management 458
Case 6: From REO to Nuclear to Nucor 459
Case 7: Going to the X-Stream 462
Case 8: The Regency Grand Hotel 464
Case 9: Simmons Laboratories 465
Case 10: Star Enterprises—Rita’s Issues at Work 469
Case 11: Tamarack Industries 470
Case 12: The Outstanding Faculty Award 471
Aj Ą 5 A X ¡DC A
Theory Building and Systematic Research Methods 473
Scoring Keys for Self-Assessment Activities (available online at
www.mheducation.asia/olc/mcshane) B1
Endnotes LN-1
Photo Credi ts PCX I
Organization Index I-1
Name Index 1-3
Glossary/Subject Index 1-24
|
| any_adam_object | 1 |
| author | McShane, Steven L. Von Glinow, Mary Ann Young 1949- |
| author_GND | (DE-588)173599516 (DE-588)115733973 |
| author_facet | McShane, Steven L. Von Glinow, Mary Ann Young 1949- |
| author_role | aut aut |
| author_sort | McShane, Steven L. |
| author_variant | s l m sl slm g m a y v gmay gmayv |
| building | Verbundindex |
| bvnumber | BV042214018 |
| classification_rvk | MS 5650 QP 342 |
| ctrlnum | (OCoLC)897284297 (DE-599)BVBBV042214018 |
| discipline | Soziologie Wirtschaftswissenschaften |
| edition | 7. ed., global ed. |
| format | Book |
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| id | DE-604.BV042214018 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T01:15:28Z |
| institution | BVB |
| isbn | 9789814575423 9814575429 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-027652656 |
| oclc_num | 897284297 |
| open_access_boolean | |
| owner | DE-1050 DE-92 DE-739 |
| owner_facet | DE-1050 DE-92 DE-739 |
| physical | XXVII, 478 S., Anh. Ill., graph. Darst. |
| publishDate | 2015 |
| publishDateSearch | 2015 |
| publishDateSort | 2015 |
| publisher | Mc Graw-Hill |
| record_format | marc |
| spelling | McShane, Steven L. Verfasser (DE-588)173599516 aut Organizational behavior emerging knowledge, global reality Steven L. McShane ; Mary Ann Von Glinow 7. ed., global ed. Boston [u.a.] Mc Graw-Hill 2015 XXVII, 478 S., Anh. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 Von Glinow, Mary Ann Young 1949- Verfasser (DE-588)115733973 aut Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027652656&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | McShane, Steven L. Von Glinow, Mary Ann Young 1949- Organizational behavior emerging knowledge, global reality Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 |
| title | Organizational behavior emerging knowledge, global reality |
| title_auth | Organizational behavior emerging knowledge, global reality |
| title_exact_search | Organizational behavior emerging knowledge, global reality |
| title_full | Organizational behavior emerging knowledge, global reality Steven L. McShane ; Mary Ann Von Glinow |
| title_fullStr | Organizational behavior emerging knowledge, global reality Steven L. McShane ; Mary Ann Von Glinow |
| title_full_unstemmed | Organizational behavior emerging knowledge, global reality Steven L. McShane ; Mary Ann Von Glinow |
| title_short | Organizational behavior |
| title_sort | organizational behavior emerging knowledge global reality |
| title_sub | emerging knowledge, global reality |
| topic | Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027652656&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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