Organizational responses to complexity: the effect on organizational performance
This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strateg...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2000 |
|---|
| Schlagwörter: |
|---|
| Umfang: |
19 |
|---|
| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Journal of organizational change management - Bingley : Emerald, 1988, 13(2000), 6, Seite 577-595 |
| Übergeordnetes Werk: |
volume:13 ; year:2000 ; number:6 ; pages:577-595 ; extent:19 |
| Links: |
|---|
| DOI / URN: |
10.1108/09534810010378597 |
|---|
| Katalog-ID: |
NLEJ219868824 |
|---|
| LEADER | 01000caa a22002652 4500 | ||
|---|---|---|---|
| 001 | NLEJ219868824 | ||
| 003 | DE-627 | ||
| 005 | 20210707094343.0 | ||
| 007 | cr uuu---uuuuu | ||
| 008 | 090811s2000 xxk|||||o 00| ||eng c | ||
| 024 | 7 | |a 10.1108/09534810010378597 |2 doi | |
| 035 | |a (DE-627)NLEJ219868824 | ||
| 040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
| 041 | |a eng | ||
| 044 | |c XA-GB | ||
| 245 | 1 | 0 | |a Organizational responses to complexity: the effect on organizational performance |
| 264 | 1 | |c 2000 | |
| 300 | |a 19 | ||
| 336 | |a nicht spezifiziert |b zzz |2 rdacontent | ||
| 337 | |a nicht spezifiziert |b z |2 rdamedia | ||
| 338 | |a nicht spezifiziert |b zu |2 rdacarrier | ||
| 520 | |a This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. | ||
| 533 | |f Emerald Fulltext Archive Database 1994-2005 | ||
| 650 | 4 | |a Contingency Theory | |
| 650 | 4 | |a Organizational performance | |
| 700 | 1 | |a Ashmos, Donde P. |4 oth | |
| 700 | 1 | |a Duchon, Dennis |4 oth | |
| 700 | 1 | |a Jr, Reuben R. McDaniel, |4 oth | |
| 773 | 0 | 8 | |i In |t Journal of organizational change management |d Bingley : Emerald, 1988 |g 13(2000), 6, Seite 577-595 |h Online-Ressource |w (DE-627)NLEJ219578842 |w (DE-600)2020442-5 |7 nnns |
| 773 | 1 | 8 | |g volume:13 |g year:2000 |g number:6 |g pages:577-595 |g extent:19 |
| 856 | 4 | 0 | |u http://dx.doi.org/10.1108/09534810010378597 |
| 912 | |a GBV_USEFLAG_U | ||
| 912 | |a ZDB-1-EFD | ||
| 912 | |a GBV_NL_ARTICLE | ||
| 951 | |a AR | ||
| 952 | |d 13 |j 2000 |e 6 |h 577-595 |g 19 | ||
| matchkey_str |
ashmosdondepduchondennisjrreubenrmcdanie:2000----:raiainlepnetcmlxttefetnra |
|---|---|
| hierarchy_sort_str |
2000 |
| publishDate |
2000 |
| allfields |
10.1108/09534810010378597 doi (DE-627)NLEJ219868824 DE-627 ger DE-627 rakwb eng XA-GB Organizational responses to complexity: the effect on organizational performance 2000 19 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. Emerald Fulltext Archive Database 1994-2005 Contingency Theory Organizational performance Ashmos, Donde P. oth Duchon, Dennis oth Jr, Reuben R. McDaniel, oth In Journal of organizational change management Bingley : Emerald, 1988 13(2000), 6, Seite 577-595 Online-Ressource (DE-627)NLEJ219578842 (DE-600)2020442-5 nnns volume:13 year:2000 number:6 pages:577-595 extent:19 http://dx.doi.org/10.1108/09534810010378597 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 13 2000 6 577-595 19 |
| spelling |
10.1108/09534810010378597 doi (DE-627)NLEJ219868824 DE-627 ger DE-627 rakwb eng XA-GB Organizational responses to complexity: the effect on organizational performance 2000 19 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. Emerald Fulltext Archive Database 1994-2005 Contingency Theory Organizational performance Ashmos, Donde P. oth Duchon, Dennis oth Jr, Reuben R. McDaniel, oth In Journal of organizational change management Bingley : Emerald, 1988 13(2000), 6, Seite 577-595 Online-Ressource (DE-627)NLEJ219578842 (DE-600)2020442-5 nnns volume:13 year:2000 number:6 pages:577-595 extent:19 http://dx.doi.org/10.1108/09534810010378597 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 13 2000 6 577-595 19 |
| allfields_unstemmed |
10.1108/09534810010378597 doi (DE-627)NLEJ219868824 DE-627 ger DE-627 rakwb eng XA-GB Organizational responses to complexity: the effect on organizational performance 2000 19 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. Emerald Fulltext Archive Database 1994-2005 Contingency Theory Organizational performance Ashmos, Donde P. oth Duchon, Dennis oth Jr, Reuben R. McDaniel, oth In Journal of organizational change management Bingley : Emerald, 1988 13(2000), 6, Seite 577-595 Online-Ressource (DE-627)NLEJ219578842 (DE-600)2020442-5 nnns volume:13 year:2000 number:6 pages:577-595 extent:19 http://dx.doi.org/10.1108/09534810010378597 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 13 2000 6 577-595 19 |
| allfieldsGer |
10.1108/09534810010378597 doi (DE-627)NLEJ219868824 DE-627 ger DE-627 rakwb eng XA-GB Organizational responses to complexity: the effect on organizational performance 2000 19 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. Emerald Fulltext Archive Database 1994-2005 Contingency Theory Organizational performance Ashmos, Donde P. oth Duchon, Dennis oth Jr, Reuben R. McDaniel, oth In Journal of organizational change management Bingley : Emerald, 1988 13(2000), 6, Seite 577-595 Online-Ressource (DE-627)NLEJ219578842 (DE-600)2020442-5 nnns volume:13 year:2000 number:6 pages:577-595 extent:19 http://dx.doi.org/10.1108/09534810010378597 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 13 2000 6 577-595 19 |
| allfieldsSound |
10.1108/09534810010378597 doi (DE-627)NLEJ219868824 DE-627 ger DE-627 rakwb eng XA-GB Organizational responses to complexity: the effect on organizational performance 2000 19 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. Emerald Fulltext Archive Database 1994-2005 Contingency Theory Organizational performance Ashmos, Donde P. oth Duchon, Dennis oth Jr, Reuben R. McDaniel, oth In Journal of organizational change management Bingley : Emerald, 1988 13(2000), 6, Seite 577-595 Online-Ressource (DE-627)NLEJ219578842 (DE-600)2020442-5 nnns volume:13 year:2000 number:6 pages:577-595 extent:19 http://dx.doi.org/10.1108/09534810010378597 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 13 2000 6 577-595 19 |
| language |
English |
| source |
In Journal of organizational change management 13(2000), 6, Seite 577-595 volume:13 year:2000 number:6 pages:577-595 extent:19 |
| sourceStr |
In Journal of organizational change management 13(2000), 6, Seite 577-595 volume:13 year:2000 number:6 pages:577-595 extent:19 |
| format_phy_str_mv |
Article |
| institution |
findex.gbv.de |
| topic_facet |
Contingency Theory Organizational performance |
| isfreeaccess_bool |
false |
| container_title |
Journal of organizational change management |
| authorswithroles_txt_mv |
Ashmos, Donde P. @@oth@@ Duchon, Dennis @@oth@@ Jr, Reuben R. McDaniel, @@oth@@ |
| publishDateDaySort_date |
2000-01-01T00:00:00Z |
| hierarchy_top_id |
NLEJ219578842 |
| id |
NLEJ219868824 |
| language_de |
englisch |
| fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219868824</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707094343.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2000 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/09534810010378597</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219868824</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Organizational responses to complexity: the effect on organizational performance</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2000</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">19</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Contingency Theory</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational performance</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Ashmos, Donde P.</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Duchon, Dennis</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Jr, Reuben R. McDaniel,</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Journal of organizational change management</subfield><subfield code="d">Bingley : Emerald, 1988</subfield><subfield code="g">13(2000), 6, Seite 577-595</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219578842</subfield><subfield code="w">(DE-600)2020442-5</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2000</subfield><subfield code="g">number:6</subfield><subfield code="g">pages:577-595</subfield><subfield code="g">extent:19</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/09534810010378597</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2000</subfield><subfield code="e">6</subfield><subfield code="h">577-595</subfield><subfield code="g">19</subfield></datafield></record></collection>
|
| series2 |
Emerald Fulltext Archive Database 1994-2005 |
| ppnlink_with_tag_str_mv |
@@773@@(DE-627)NLEJ219578842 |
| format |
electronic Article |
| delete_txt_mv |
keep |
| collection |
NL |
| remote_str |
true |
| illustrated |
Not Illustrated |
| topic_title |
Organizational responses to complexity: the effect on organizational performance Contingency Theory Organizational performance |
| topic |
misc Contingency Theory misc Organizational performance |
| spellingShingle |
misc Contingency Theory misc Organizational performance Organizational responses to complexity: the effect on organizational performance |
| topic_unstemmed |
misc Contingency Theory misc Organizational performance |
| topic_browse |
misc Contingency Theory misc Organizational performance |
| format_facet |
Elektronische Aufsätze Aufsätze Elektronische Ressource |
| format_main_str_mv |
Text Zeitschrift/Artikel |
| carriertype_str_mv |
zu |
| author2_variant |
d p a dp dpa d d dd r r m j rrm rrmj |
| hierarchy_parent_title |
Journal of organizational change management |
| hierarchy_parent_id |
NLEJ219578842 |
| hierarchy_top_title |
Journal of organizational change management |
| isfreeaccess_txt |
false |
| familylinks_str_mv |
(DE-627)NLEJ219578842 (DE-600)2020442-5 |
| title |
Organizational responses to complexity: the effect on organizational performance |
| ctrlnum |
(DE-627)NLEJ219868824 |
| title_full |
Organizational responses to complexity: the effect on organizational performance |
| journal |
Journal of organizational change management |
| journalStr |
Journal of organizational change management |
| lang_code |
eng |
| isOA_bool |
false |
| recordtype |
marc |
| publishDateSort |
2000 |
| contenttype_str_mv |
zzz |
| container_start_page |
577 |
| container_volume |
13 |
| physical |
19 |
| format_se |
Elektronische Aufsätze |
| countryofpublication_str_mv |
XA-GB |
| doi_str_mv |
10.1108/09534810010378597 |
| title_sort |
organizational responses to complexity: the effect on organizational performance |
| title_auth |
Organizational responses to complexity: the effect on organizational performance |
| abstract |
This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. |
| abstractGer |
This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. |
| abstract_unstemmed |
This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses. |
| collection_details |
GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE |
| container_issue |
6 |
| title_short |
Organizational responses to complexity: the effect on organizational performance |
| url |
http://dx.doi.org/10.1108/09534810010378597 |
| remote_bool |
true |
| author2 |
Ashmos, Donde P. Duchon, Dennis Jr, Reuben R. McDaniel |
| author2Str |
Ashmos, Donde P. Duchon, Dennis Jr, Reuben R. McDaniel |
| ppnlink |
NLEJ219578842 |
| mediatype_str_mv |
z |
| isOA_txt |
false |
| hochschulschrift_bool |
false |
| author2_role |
oth oth oth |
| doi_str |
10.1108/09534810010378597 |
| up_date |
2024-07-06T06:20:13.079Z |
| _version_ |
1803809522273222656 |
| fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219868824</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707094343.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2000 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/09534810010378597</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219868824</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Organizational responses to complexity: the effect on organizational performance</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2000</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">19</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make-up of eight organizations that saw their environment the same way - as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Contingency Theory</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational performance</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Ashmos, Donde P.</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Duchon, Dennis</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Jr, Reuben R. McDaniel,</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Journal of organizational change management</subfield><subfield code="d">Bingley : Emerald, 1988</subfield><subfield code="g">13(2000), 6, Seite 577-595</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219578842</subfield><subfield code="w">(DE-600)2020442-5</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2000</subfield><subfield code="g">number:6</subfield><subfield code="g">pages:577-595</subfield><subfield code="g">extent:19</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/09534810010378597</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2000</subfield><subfield code="e">6</subfield><subfield code="h">577-595</subfield><subfield code="g">19</subfield></datafield></record></collection>
|
| score |
7.3979177 |