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The organizational fitness process : a system-wide alignment

Beer, Michael - In: Practicing organization development : a guide for …, (pp. 535-545). 2010

Persistent link: https://www.econbiz.de/10003913240

Transforming organizations : embrace the paradox of E and O

Beer, Michael - 2005

Persistent link: https://www.econbiz.de/10003242556

HRM at a crossroads : comments on "evolution of strategic HRM through two founding books : a 30th anniversary perspective on development of the field"

Beer, Michael - In: Human resource management 54 (2015) 3, pp. 417-421

Persistent link: https://www.econbiz.de/10011291278

Developing strategic human resource theory and making a difference : an action science perspective

Beer, Michael - In: Human resource management review 32 (2022) 1, pp. 1-10

Persistent link: https://www.econbiz.de/10013185332

Why honest conversations are transformative

Beer, Michael - In: Research in organizational change and development : an … 28 (2020), pp. 211-238

Persistent link: https://www.econbiz.de/10012304990

Higher ambition : how great leaders create economic and social value

Beer, Michael; Eisenstat, Russell Andrew; Foote, Nathaniel - 2011

Persistent link: https://www.econbiz.de/10009306598

The uncompromising leader

Eisenstat, Russel A.; Beer, Michael; Foote, Nathaniel; … - In: Harvard business review : HBR 86 (2008) 7/8, pp. 51-57

Persistent link: https://www.econbiz.de/10003736011

Embracing commitment and performance : CEOs and practices used to manage paradox

Fredberg, Tobias; Beer, Michael; Eisenstat, Russell Andrew - 2008

Persistent link: https://www.econbiz.de/10003722479

Strategic management as organizational learning : developing fit and alignment through a disciplined process

Beer, Michael; Voelpel, Sven C.; Leibold, Marius; … - 2005

Persistent link: https://www.econbiz.de/10003242570

Embracing Commitment and Performance : CEOs and Practices Used to Manage Paradox

Fredberg, Tobias - 2008

We tend to assume that great leaders must make difficult choices between two or more conflicting outcomes. In an interview study with 26 CEOs of top American and European companies (incl. IKEA, Campbell Soups, Nokia, Hamp;M), we find that instead of choosing between conflicting outcomes such as...

Persistent link: https://www.econbiz.de/10012725778