ISSN 1930-0158
Vol. 10, Issue 2, 2009January 01, 2009 EDT
Exploration versus Exploitation: Leadership and the Paradox of Administration
Exploration versus Exploitation: Leadership and the Paradox of Administration
Articles in Vol. 10, Issue 2, 2009
Vol. 10, Issue 2, 2009
- From the Editor - January 2009David D. Van Fleet
- Enterprise Zones for Former Military Bases: Some Empirical Evidence from California’s LAMBRA ProgramLee HansonFred Hebein
- Psychological Empowerment and Job Satisfaction of Temporary and Part-Time Nonstandard Workers: A Preliminary InvestigationKevin E. DicksonAlicia Lorenz
- Albanian Turnover: Is the Job Embeddedness Construct Predictive in an Albanian Context?Wendy S. HarmanMichael BlumJulia StefaniAda Taho
- An empirical examination of the relationships between Adult Attention Deficit, Personal Task Management Systems and Role StressGraeme H. CoetzerLynn Richmond
- Exploration versus Exploitation: Leadership and the Paradox of AdministrationWilliam Burpitt
- Forgiveness as a Workplace Intervention: The Literature and a Proposed FrameworkSusan R. MadsenJanice C. GygiScott C. HammondSuzanne F. Plowman
- Enron: The Smartest Guys in the Room—Using the Enron Film to Examine Student Attitudes towards Business EthicsPamela L. CoxBarry A. FriedmanAnn-Lorraine Edwards
- Incorporating Outcomes Assessment and Rubrics into Case InstructionAdva DinurHerbert Sherman
Burpitt, William. 2009. “Exploration versus Exploitation: Leadership and the Paradox of Administration.” Journal of Behavioral and Applied Management 10 (2): 227–45. https://doi.org/10.21818/001c.17255.