Articles:
• Design and Development: Building Theory from Case Study Research pp.1-6
• Developing New Organizational Capabilities in a Financial Institution: Sustaining the Emerging Security-Based, Technology-Driven Culture pp.7-18
• The Role of Metaphors in Managing Knowledge for Organisational Change: A Case Study from the Water Industry pp.19-28
• Hate on the Net: Bigotry + Computer Technology = Cyber Hate pp.29-36
• Appreciating Needs for Innovative IT Design pp.37-46
• Supporting the Flow of Cascade Training: An Evaluation of a Training Initiative to Promote Best Practice and Collaborative Working Across Multi-organisations pp.47-58
• Lost in Transition: From Technology to Culture and Place pp.59-66
• Intangible Assets and the Underpricing of Industrial Company Initial Public Offerings pp.67-74
• Organizational Culture in a Time of Great Change pp.75-80
• Operationalising Collaboration pp.81-88
• Text Processing: Implications for Online Learning pp.89-94
• An Analysis of Organisational Change within the Australian Federal Police since its Inception pp.95-104
• The Application of Critical-Interpretive Theory to Health Care Knowledge Transfer pp.105-116
• Balancing Academic Advancement with Business Effectiveness? The Dual Role for Senior University Leaders pp.117-126
• The Management of the Tacit Knowledge Dimension in Organizations pp.127-140
• A Videotaped Interaction Analysis of Member Contribution in Multicultural Groups pp.141-150
• Changing the Safety Culture: Safety Professional as Change Agent pp.151-156
• Cultural and Industrial Values in Change: Evaluating a Social Change Project pp.157-164
• Managing Change: A Case Study of Competencies and Standards pp.165-172
• Person - Organization Congruence of High Performance Values in Australian Universities pp.173-182