Journal of Applied Management – Volume 2, 2009

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Articles

  • Using action research in the restructure of a public service department in Papua New Guinea
    Alois Daton, Selva AbrahamPDF (pg 1-19)
  • Theory-building: entrepreneurial learning of Malaysian Chinese
    Barry Elsey, Laurence Chee Loy LimPDF (pg. 20-33)
  • Learning action learning: Action learning in Australian MBA programmes
    Chris RileyPDF (pg. 34-61)

Case Studies and Case Analyses

  • Gen Y: Leadership to Maximise Their Current Contribution
    Simon BoagPDF (pg. 62-83)
  • The implementation of a quality performance system in the strategic situation faced by a small training business
    Wendy Lee Kennedy, Chad PerryPDF (pg. 84-98)
  • Supporting a Closure: A Change Management Case Study
    John G WallacePDF (pg. 99-112)

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