This is a systematic, empirical study of the change in firms from traditional multi-divisional hierarchies to flatter, less rigid networks. Eight very recent international case studies generate a rich array of data

Based on an in-depth case study of an organizational change programme within a major UK bank, this paper explores how managers use process maps to facilitate the diffusion of strategy ideas. Process maps legitimise and diffuse strategic change, they are flexible, being able to evolve and...

Theoretical perspectives on new forms of organizing / Evelyn M. Fenton and Andrew M. Pettigrew -- Integrating a global professional services organization : the case of Ove Arup Partnership / Evelyn M. Fenton and Andrew M. Pettigrew -- The role of social mechanisms in an emerging network : the...

This study examines if and how gender relates to research evaluation via panel assessment and journal ratings lists. Using data from UK business schools we find no evidence that the proportion of women in a submission for panel assessment affected the score received by the submitting...