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    Now showing items 1680-1699 of 1782

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        Uitdagingen naar de toekomst voor een middelgrote verzekeraar

        Van den Berghe, Lutgart (1996)
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        UK and German supply chain practices – Survey results

        Szwejczewski, Marek; Goffin, Keith; Lemke, Fred; New, C.; Pfeiffer, Rolf; Lohmüller, B. (1999)
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        UML design patterns for business processes

        Rittgen, Peter; Turowski, Klaus (2002)
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        Uncovering the perspectives to practice-based theory building

        Erden, Zeynep; Schneider, Andreas; Krogh, Georg von (2013)
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        Understanding dynamism: Towards a holistic multidimensional measurement

        Freund, F.; Knecht, M.; Weiss, Martin (2011)
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        Understanding employee engagement in un-official projects–A conceptual model based on psychological empowerment and constructive deviance

        Buchwald, Arne; Urbach, Nils; Mähring, Magnus (2015)
        Un-official projects resulting from unsanctioned, bottom-up employee initiatives is a phenomenon that can cause serious resource planning problems in IT project portfolio management, such as when resources thought to be available have actually been spent on projects conducted under the radar. At the same time, such project may also give rise to innovative ideas, solutions and software of potentially great benefit to organizations. Previous research has begun to acknowledge and highlight the innovative potential in bottom-up un-official activities, but little is known about why individual professionals engage in un-official projects. We draw on psychological empowerment and constructive deviance theory to explain such engagement, identifying factors fostering empowerment as well as factors moderating whether empowerment translates into unofficial project activities. Our conceptual model contributes to the theoretical discourse on un-official projects and equips practitioners with knowledge that can help them balance the propensity of individuals to engage in un-official activities.
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        Understanding employee innovative job performance: integrating social network, leader-member exchange perspectives

        Wang, Frank; Fang, Y.; Qureshi, I. (2011)
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        Understanding IT governance success and its impact: Results from an interview study.

        Urbach, Nils; Buchwald, Arne; Ahlemann, Frederik (2013)
        Owing to the increasing regulatory pressure and the need for aligned IT decisions, governance of IT has become important for both academia and practice. However, knowledge that integrates the determinants and consequences of IT governance success remains scarce. Although some studies investigate single aspects of IT governance success and its impact, none of these combine these factors into a comprehensive and integrated model. To address this gap, our research aims at understanding what factors influence and result from successful IT governance, and at determining how they can be translated into a model to explain IT governance success and its impact. Therefore, we conducted 28 interviews in 19 companies across different industries. Based on the analysis, we present a model that helps understanding what factors make IT governance successful and how IT governance contributes to an IT …
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        Understanding responsible innovation in small producers' clusters in Vietnam through actor network theory

        Roome (+), Nigel; Voeten, Jaap; de Haan, Job; de Groot, Gerard (2011)
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        Understanding the co-creation of value emerging from the collaboration between IT consulting firms and their customers

        Oesterle, Severin; Buchwald, Arne; Urbach, Nils (2016)
        Recent market developments such as increasing digitalization of services, professionalization of customers, and transparency about the specific value of IT services, are putting IT consulting firms as well as their customers under pressure. Thus, it is of high importance that IT consultancies and their customers are jointly working together to innovate new services and solve specific tasks which come along with the digitization of services. Although previous literature offers valuable starting points for explaining such collaborative value creation, we do not see specific approaches that comprehensively address this challenge. By drawing upon the service-dominant logic as the theoretical frame, we deductively develop a conceptual model that explains the emergence of cocreated value within IT consulting relationships. After a thorough empirical validation of our model, our ultimate contribution will be a theory that equips IT consulting firms and their customers with information to better understand the drivers of co-created value.
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        Understanding the experience of the bride and the groom: Establishing leadership in the wedding industry

        Lemke, K.; Lemke, Fred (2010)
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        Understanding the facilitation of sustainability driven innovation in multi-actor platforms through an empirical study

        Leino, Katre (2014)
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        Understanding the linkage between human resource management and firm performance: A study of the mediating variables

        Soens, Nele; Buyens, Dirk (2007)
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        Understanding the organizational antecedents of bottom-up un-enacted projects - Towards a conceptual model based on deviance theory

        Buchwald, Arne; Urbach, Nils; Ahlemann, Frederik (2014)
        Un-enacted projects are those projects that have not been officially evaluated by the project portfolio management but do exist although they are not known to a company's project portfolio. As a consequence, resources thought to be available often prove to be actually unavailable and that unofficial initiatives eventually compete for scarce resources. One particular type of these un-enacted projects are bottom-up initiatives. Bottom-up un-enacted projects are unofficial initiatives on which employees spend time without order but with which they intend to benefit their organizations. While previous research highlights the great potential of bottom-up un-enacted projects, they only focus on the individual level but leave the organizational level for further research. To address this research gap, this study aims at gaining a deeper understanding of the organizational drivers of bottom-up un-enacted projects. We draw on deviance theory to develop a conceptual model for explaining the occurrence of these projects. In order to triangulate the emerging model with insights from practice, we use interview data to cross-check and refine the theory-driven model. Our results advance the theoretical discourse on the concept of un-enacted projects and enable practitioners to understand the levers with which to steer respective activities in the intended direction.
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        Understanding web site effectiveness

        De Wulf, Kristof; Schillewaert, Niels; Muylle, Steve (2002)
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        Unlocking the potential of the process perspective in business transformation

        Bontinck, Greet; Isik, Öykü; Viaene, Stijn; Van den Bergh, Joachim (Lecture Notes in Business Information Processing, 2016)
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        Unpacking the notion of success in social shareholder engagement: The perspective of religious organisations

        Goodman, Jennifer; Louche, Céline; van Cranenburgh, Katinka C.; Arenas, Daniel (2012)
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        Unraveling career counseling within organizations: An integrative model

        Soens, Nele; De Vos, Ans (2007)
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        Unravelling the impact of teaching and learning processes on the course experience of management students: A moderated mediation study.

        Bellens, Kim; Cools, Eva; Vanderheyden, Karlien; Raja, U.; Bouckenooghe, Dave (2012)
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        Unveiling the whys and wherefores of customer helpful behaviours

        Katsaridou, Iliana; Lemke, Fred (2019)
        Customers may step out of their expected ‘role behavior’ to engage in ‘citizenship behaviours’. This role- change provides emotional and instrumental benefits to service employees (SEs). Although past research has acknowledged the veracity of this interesting phenomenon, the customers’ motivations and expectations for performing supportive actions that explicitly benefit service personnel remain unclear. This paper investigates both fundamental sources of such customer behaviours.
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