Graham Manville
Graham Manville
Associate Professor, Norwich Business School, University of East Anglia, UK.
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Cited by
Cited by
Critical success factors for Lean Six Sigma programmes: a view from middle management
J Antony, G Manville, R Greatbanks, R Krishnasamy, DW Parker
International Journal of Quality & Reliability Management, 2012
Balanced scorecard implementation in German non-profit organisations
D Greiling
International Journal of Productivity and Performance Management 59 (6), 534-554, 2010
Implementing a balanced scorecard framework in a not for profit SME
G Manville
International Journal of Productivity and Performance Management, 2007
Financialization and the third sector: Innovation in social housing bond markets
T Wainwright, G Manville
Environment and Planning A 49 (4), 819-838, 2017
A case study of impact measurement in a third sector umbrella organisation
A Dawson
International Journal of Productivity and Performance Management 59 (6), 519-533, 2010
The use and efficacy of anecdotal performance reporting in the third sector
R Greatbanks, G Elkin, G Manville
International Journal of Productivity and Performance Management 59 (6), 571-585, 2010
Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises
A Newman, C Neesham, G Manville, HHM Tse
The International Journal of Human Resource Management 29 (20), 2905-2926, 2018
Changing times for charities: performance management in a third sector housing association
G Manville, M Broad
Public Management Review 15 (7), 992-1010, 2013
Marketing and performance evaluations in non-profit services
RS Mano
International journal of productivity and performance management 59 (6), 555-570, 2010
Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?
G Manville, R Greatbanks, T Wainwright, M Broad
Public Money & Management 36 (2), 105-112, 2016
Questioning the legitimacy of social enterprises through Gramscian and Bourdieusian perspectives: the case of British social enterprises
K Nicolopoulou, I Lucas, A Tatli, M Karatas-Ozkan, L A. Costanzo, ...
Journal of Social Entrepreneurship 6 (2), 161-185, 2015
Embedding outcomes recording in Barnardo's performance management approach
G Manville, R Greatbanks, J McEwen, M Shoesmith, R Allen
International Journal of Productivity and Performance Management, 2010
Third sector performance: Management and finance in not-for-profit and social enterprises
G Manville, R Greatbanks
CRC Press, 2016
Generation Y is wired up and ready for action so what is the problem?
G Manville, G Shiel
Times Higher Education, 2008
Supporting open innovation with the use of a balanced scorecard approach: a study on deep smarts and effective knowledge transfer to SMEs
G Manville, F Karakas, M Polkinghorne, N Petford
Production Planning & Control 30 (10-12), 842-853, 2019
Social entrepreneurship education: a reflexive approach through the prism of capitals
M Karatas-Ozkan, K Nicolopoulou, S Ibrahim, A Fayolle, A Tatli, ...
Academy of management proceedings 2016 (1), 17627, 2016
Is the Pursuit of Legitimacy Still an Adequate Response to Contemporary Challenges of Social Enterprises? Lessons from Engaging with Gramsci and Bourdieu.
I Lucas, K Nicolopoulou, M Karatas-Ozkan, L Costanzo, G Manville
Third sector performance
G Manville, R Greatbanks, R Greatbanks
Gower., 2013
Development of a community e-portal constellation: Queensland Smart Region Initiative
DW Parker, GW Downie, G Manville
Electronic Journal of e-Government 10 (1), 1-15, 2012
The evolving role of information specialists as change agents in performance management: a cross disciplinary study
G Roushan, G Manville
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