A cause‐effect‐cause model for sustaining cross‐functional integration
| Year of publication: |
2009
|
|---|---|
| Authors: | Emery, Charles R. |
| Published in: |
Business Process Management Journal. - Emerald Group Publishing Limited, ISSN 1758-4116, ZDB-ID 2014421-0. - Vol. 15.2009, 1, p. 93-108
|
| Publisher: |
Emerald Group Publishing Limited |
| Subject: | Cross‐functional integration | Process management | Cause and effect analysis | Aerospace industry | United States of America |
-
A cause-effect-cause model for sustaining cross-functional integration
Emery, Charles R., (2009)
-
Reconceptualizing the effects of lean on production costs with evidence from the F-22 program
Browning, Tyson R., (2009)
-
Exploring diverse process and team alternatives through virtual process simulation
Helquist, Joel H., (2009)
- More ...
-
A cause-effect-cause model for sustaining cross-functional integration
Emery, Charles R., (2009)
-
Effect of commitment, job involvement and teams on customer satisfaction and profit
Emery, Charles R., (2007)
-
Dynamic stringing: improving cross‐functional accountability
Emery, Charles R., (2007)
- More ...