Nothing Special   »   [go: up one dir, main page]

skip to main content
Volume 6, Issue 3March 2009
Publisher:
  • Inderscience Publishers
  • World Trade Center Bldg, 29, route de Pre-Bois, Case Postale 896
  • Geneva 15
  • Switzerland
ISSN:1470-9503
EISSN:1741-5225
Reflects downloads up to 15 Feb 2025Bibliometrics
Skip Table Of Content Section
article
Foucault's corollary: agency theory and the economics of self-monitoring

In a knowledge economy, the management of an organisation's human capital is critical and prudent management often translates into the attainment of a sustainable competitive advantage. The interaction of knowledge workers with Information and ...

article
High-performance sharing of consistent data in ad hoc networks

In mobile wireless environments, Personal Digital Assistants (PDAs) may cache data to work, even when the mobile client is far from the structured network. However, the same cached data may be shared by two or more users and this can be done in an ad ...

article
The policy, structure and evaluation of long-term care networks: the differentiated requirements referred to the example of integrated long-term care in Austria

Long-term care facilities are currently exposed to powerful forces demanding organisational change based on synergy and cooperation. The adoption of network structures is frequently regarded as an appropriate solution to this challenge by health ...

article
Interorganisational trust in B2B commerce

Research studying trust in Business-to-Business (B2B) relationships is only burgeoning compared to its B2C counterpart. Updating the Saunders et al. (2004) review with a sample that includes more recent studies, we find an increase in studies on trust ...

article
Explaining interfirm cooperative behaviour: three different theories in the Finnish metal industry
Pages 318–330

This study examines interfirm cooperation in business networks. The aim of the study is to identify and illustrate how three different organisational theories are involved in the construction process and activities of dyadic organisational relationships ...

Comments

Please enable JavaScript to view thecomments powered by Disqus.