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The practice turn in organization research : towards a disciplined transdisciplinaritystar, open

Whittington, Richard - In: Accounting, organizations and society : an … 36 (2011) 3, pp. 183-186

Persistent link: https://www.econbiz.de/10009234798

Chandlerism in post-war Europe : strategic and structural change in France, Germany and the UK, 1950-1993

Whittington, Richard; Mayer, Michael; Curto, Francesco - In: Industrial and corporate change 8 (1999) 3, pp. 519-550

Persistent link: https://www.econbiz.de/10001450266

Strategy, structure and "systemness" : national institutions and corporate change in France, Germany and the UK, 1950-1993

Mayer, Michael C. J.; Whittington, Richard - In: Organization studies : an international … 20 (1999) 6, pp. 933-959

Persistent link: https://www.econbiz.de/10001438579

Chandlerism in post-war Europe: strategic and structural change in France, Germany and the United Kingdom, 1950 - 1993 : a comment

Kay, Neil M. - In: Industrial and corporate change 11 (2002) 1, pp. 189-197

Persistent link: https://www.econbiz.de/10001689159

Economics, politics and nations : resistance to the multivisional form in France, Germany and the United Kingdom, 1983 - 1993

Mayer, Michael; Whittington, Richard - 2009

Persistent link: https://www.econbiz.de/10003807294

Economics, Politics and Nations : Resistance to the Multidivisional Form in France, Germany and the United Kingdom, 1983-1993

Mayer, Michael; Whittington, Richard - 2004

This paper assesses economic, political and national institutional explanations for continued resistance to the multidivisional form in France, Germany and the United Kingdom during the 1980s and 1990s. It finds that the economics of different diversification strategies play a significant but...

Persistent link: https://www.econbiz.de/10014068902

Response to Kay: Chandlerism in post-war Europe : strategic and structural change in France, Germany and the United Kingdom, 1950 - 1993 : a comment

Whittington, Richard; Mayer, Michael - In: Industrial and corporate change 11 (2002) 1, pp. 199-205

Persistent link: https://www.econbiz.de/10001689161