Janice A. Black
Janice A. Black
Western Carolina University, Coastal Carolina University, California State University, Bakersfield
Verified email at wcu.edu
Cited by
Cited by
Strategic resources: Traits, configurations and paths to sustainable competitive advantage
JA Black, KB Boal
Strategic management journal 15 (S2), 131-148, 1994
Emergence of virtual or network organizations: fad or feature
JA Black, S Edwards
Journal of Organizational Change Management, 2000
Fermenting change‐Capitalizing on the inherent change found in dynamic non‐linear (or complex) systems
JA Black
Journal of Organizational Change Management, 2000
Assessing the organizational capacity to change
JA Black, KB Boal
Competence-based strategic management, 151-169, 1996
A dynamic system simulation of leader and group effects on context for learning
JA Black, RL Oliver, JP Howell, JP King
The Leadership Quarterly 17 (1), 39-56, 2006
Dynamic strategies: emergent journeys
JA Black, G Farias
Emergence 2 (1), 101-113, 2000
Complex systems: boundary‐spanning training techniques
T Adler, JA Black, JP Loveland
Journal of European Industrial Training, 2003
Firm-level entrepreneurship and field research: The studies in their methodological context
GT Savage, JA Black
Entrepreneurship Theory and Practice 19 (3), 25-34, 1995
Genesis of complexity cycles
J Black, G Farias
Eighth Annual International Conference of The Society for Chaos Theory in …, 1997
Strategic Resources and Social Capital.
JY Weisingera, JA Black
Irish Journal of Management 27 (1), 2006
The Effect of Followers' Behavior on Leader Efficacy.
L Wang, KT Hinrichs, L Prieto, JA Black
Journal of Business & Management 16 (2), 2010
Entrepreneur or entrepreneurs? Justification for a range of definitions
JA Black
Journal of Business and Entrepreneurship 10 (1), 45, 1998
Fractals of strategic coherence in a successful nonprofit organization
JA Black, KT Hinrichs, FH Fabian
Nonprofit Management and Leadership 17 (4), 421-441, 2007
The interaction of leadership roles and organizational learning environment: A canonical correlation approach
BH Kinghorn, JA Black, R Oliver
Journal of Leadership, Accountability, and Ethics 8 (4), 42-55, 2011
Simulation of the emergence of the organizational competence: Context-for-learning
JA Black, JP King, RL Oliver
Competence Perspectives on Resources, Stakeholders and Renewal, 2005
Theatrical facades and agents in a synthesized analysis from Enron theatre: Implications to transaction cost and agency theories
DM Boje, TR Adler, JA Black
Tamara Journal of Critical Organisation Inquiry 3 (2), 39, 2005
The Millennial generation and personal accountability: Spiritual and classroom implications
JA Black, YS Smith, JK Keels
Christian Business Academy Review 9, 2014
Proactive reification: shifting market structure and enrepreneurship
WS Sherman, JA Black
SAM Advanced Management Journal 71 (2), 29, 2006
Proactive Versus Passive Leader Behaviour and Style Influences on the Group Level Context-for-Learning
JA Black, RL Oliver
Irish Journal of Management 26 (1), 71, 2005
Micro-business hierarchies, strategic intangible resources & performance
RL Oliver, JA Black
Journal of Marketing Development and Competitiveness 5 (5), 9-28, 2011
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