Articles:
• New Perspectives on Knowledge Capital: Understanding Performance Measurement Systems as Reflection Instruments pp.1-8
• Knowledge Management in a Multidisciplinary Environment pp.9-18
• Towards the Conceptual Framework of Organizational Cross-cultural Competence pp.19-28
• Restructuring in Academia: The need for continuous models of change pp.29-38
• A Narrative Approach to the Facilitation of Change in Merging Institutions pp.39-48
• Value Based Management: The Managerial Approach that Changes the Organization's Culture pp.49-58
• The Transformation of Heterogeneous Individual Learning into Organizational Knowledge: A Cognitive Perspective pp.59-68
• Managerial Styles: The Case of Organizations in the Northern States of Malaysia pp.69-74
• The Stages of Inter-Organisational Knowledge Transfer: An Exploratory Study of the New Zealand State Sector pp.75-84
• Critical Thinking in Management Praxis: Impossibility or Imperative? pp.85-92
• Just Do It My Way: A Foucauldian Approach to the Role of Knowledge in Development pp.93-102
• Designing Intercultural Training for Business Negotiations: Trainer Competencies, Design, and Development pp.103-112
• Perceptions of the Economic and Cultural Impact of Immigrants by People at Work in Europe: A Causal Analysis pp.113-128
• Leadership's Role in Communicating Radical Organizational Change pp.129-138
• A Redefinition of Intellectual Capital for Wealth Creation pp.139-148
• Power and Politics and Their Interrelationship with Management Accounting Change pp.149-158
• Towards a Rhizomatic Method for Knowledge Management pp.159-168
• Preparing for Leadership: Knowledge Networks in Postgraduate Education pp.169-176
• Tacit Knowledge Strategies and Implementation in Complex Organisations: A Thai Engineering Company Case Study pp.177-182
• Cultural Differences and Managerial Behaviour: European and Asian Interim Managers pp.183-192