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1

Bonnet, Angeline. Teamworking: The influence of organisational contexts on the implementation of teamworking. [s.l.]: typescript, 1995.

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2

Lilja, Kari. Organisational learning in the contexts of managerial work: The case of Kaskinen pulp mill. Brussels: European Institute For Advanced Studies in Management, 1988.

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3

Capon, Claire. Understanding organisational context. Harlow: Financial Times/Prentice Hall, 2000.

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4

Beyond the learning organisation: Paths of organisational learning in the East German context. Aldershot: Ashgate, 2000.

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5

Mitleton-Kelly, Eve. Complex adaptive systems in an organisational context: Organisations as co-evolving complex adaptive systems. Coventry: ESRC Business Processes Resource Centre, 1998.

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6

Sandwell, Caroline. Stress management and its organisational context. [s.l.]: typescript, 1992.

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7

Institute of Leadership & Management. Organisational culture and context super series. Burlington: Elsevier, 2003.

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8

Organisational culture: Concept, context, and measurement. New Jersey: World Scientific, 2014.

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9

Organisations in action: Competition between contexts. London: Routledge, 2000.

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10

Guillemet, Patrick. Organisation et contexte québécois: Une perspective communicationnelle. Sainte-Foy, Québec: Télé-université, 1993.

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11

Donald, Ian John. Office evaluation and its organisational context: A facet study. Birmingham: Aston University. Department ofApplied Psychology, 1987.

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12

Haines, Kevin. Understanding modern juvenile justice: The organisational context of service provision. Aldershot, Hants, England: Avebury, 1996.

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13

Canada. Bibliothèque du Parlement. Service de recherche. L' OTAN dans le nouveau contexte international. Ottawa, Ont: Bibliothèque du Parlement, Service de recherche, 1989.

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14

Murtagh, Rita-Marie. [To investigate the process of planned change within an organisational context]. (s.l: The Author), 1999.

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15

R & D strategy and organisation: Managing technical change in dynamic contexts. River Edge, N.J: Imperial College Press, 2001.

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16

Brender, Jytte. Methodology for assessment of medical IT-based systems: In an organisational context. Amsterdam: IOS Press, 1997.

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17

1957-, Lamaute Dominique, ed. Le management dans son nouveau contexte. Montréal: Chenelière/McGraw-Hill, 2002.

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18

Samuel, Elizabeth. An investigation of teacher personal stress within the context of achieving organisational change. Birmingham: University of Birmingham, 2000.

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19

Hinton, C. M. The hidden investments in IT: The role of organisational context and system dependency. Milton Keynes: Open Business School Research, 1996.

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20

Hassall, John. Development of performance models for co-operative information systems in an organisational context. Wolverhampton: Management Research Centre, Wolverhampton Business School, University of Wolverhampton, 1996.

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21

Wijers, Jean Paul, Isabel Amaral, William Hanson, Bengt-Arne Hulleman e Diana Mather. Protocol to Manage Relationships Today. NL Amsterdam: Amsterdam University Press, 2020. http://dx.doi.org/10.5117/9789463724159.

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Protocol to Manage Relationships Today explains the contemporary value of protocol, not only for monarchies or diplomatic institutes, but for any non-profit or for-profit organisation. This book presents modern protocol as a tool to build strong, authentic networks of reciprocal relationships. When used effectively protocol can: - Increase the effect of the networking activities of an organisation. Protocol gives a professional structure to relationship management, to achieve access to the 'right' networks and a reciprocal relationship with the most valued stakeholders. - Deepen relationships. In our world there is so much focus on pragmatism in building relationships - protocol focuses on the common ground to gain value. - Be used as a valuable tool in a post COVID-19 era, where the need for space and time to build real and authentic relationships is well understood. The book defines how tested values perfectly fit in today's society, where modern organisations want to build effective relationships and communities. This book is focused on developing an increasingly vital expertise for professionals who deal with complex relationship management issues on a strategic and tactical operational level. They come from different fields, such as government institutions, non-profit organisations and commercial environments. This book also gives protocol officers a contemporary approach towards the application of protocol. It is not designed as a complete guide to all the rules of protocol, but it describes how to translate the context into a tailor-made protocol for each meeting or event. The book explains protocol as a flexible method to handle unique situations. Protocol is presented on four levels: the 'why' of protocol; the strategic and tactical level; the practical implementation; and the execution of protocol. Protocol to Manage Relationships Today is written by Europe's foremost protocol experts with collective years of experience with the management of networking meetings and events at the highest level.
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22

Horton, Julie Francis. The evaluation of information systems in the organisational context of the National Health Service. Birmingham: Aston University. Department of Computing Science and Applied Mathematics, 1992.

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23

Horton, Julie Francis. The evaluation of information systems in the organisational context of the National Health Service. Birmingham: Aston University. Department of Computing Science and Applied Mathematics, 1992.

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24

Whitley, Richard. Enterprise structures in their societal contexts: The comparative analysis of forms of business organisations. Manchester: Manchester Business School, 1989.

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25

Mitleton-Kelly, Eve. Complex adaptive systems in an organisational context: Organisations as co-evolving complex adaptive systems : paper presented at the British Academy of Management Conference 1997 Business Process Track. Warwick: ESRC Business Processes Resource Centre, 1997.

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26

Whitley, Richard. Enterprise structures in their societal contexts: The comparative analysis of forms of business organisation. Manchester: Manchester Business School, 1989.

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27

Cicmil, Svetlana. Organisational behaviour and change in the context of total quality principles: The LDLR case study. Leicester: Leicester Business School, De Montfort University, 1995.

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28

Gagnon-Arguin, Louise. Typologie des dossiers des organisations: Analyse intégrée dans un contexte analogique et numérique. Québec: Presses de l'Université du Québec, 2011.

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29

Shubane, Khehla. No easy walk to civility: Civil society organisations and the South African context. Johannesburg: Centre for Policy Studies, 1999.

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30

Kirwan, Neil. Belief congruence: Its impact upon culture strength and the work context of an organisation. Dublin: University College Dublin, 1994.

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31

Hoggett, Paul. The social organisation of leisure: A study of groups in their voluntary sector context. [London]: the Sports Council and Economic & Social Research Council, 1985.

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32

Mazouz, Bachir. La stratégie des organisations de l'État: Contexte d'analyse, paramètres de décision et gestion du changement. Québec (Québec): Presses de l'Université du Québec, 2014.

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33

Chouraqui, Jean-Claude. Public debt in a medium-term context and its implications for fiscal policy. [Paris]: OECD, 1986.

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34

Chouraqui, Jean-Claude. Public debt in a medium-term context and its implications for fiscal policy. [Paris, France]: OECD, 1986.

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35

Dolman, Emma J. Exploring stakeholder engagement in a sustainability context: A comparison of public and private sector organisations. Oxford: Oxford Brookes University, 2002.

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36

Sirieix, Virginie. A study of budgetary processes in the context of organisational change: The case of a French local authority. Manchester: UMIST, 1995.

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37

Vaillancourt, Raymond. Le temps de l'ambiguïté: Le contexte politique du changement. Québec: Presses de l'Université du Québec, 2006.

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38

Antonacopoulou, Elena P. Towards the learning manager: An empirical investigation of managerial learning in the context of changing organisations. Coventry: University of Warwick. Warwick Business School Research Bureau, 1997.

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39

J, Feld Werner, ed. Europe in the balance: The changing context of European international politics. London: Faber and Faber, 1986.

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40

Mucchielli, Alex. Étude des communications: Approche systémique dans les organisations. Paris: Colin, 2004.

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41

Brown, David. Institutional development of local organisations in the context of farmer-led extension: The agroforestry programme of the Mag'uugmad Foundation. London: Overseas Development Institute, 1997.

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42

Contexte de propriété et culture d'entreprise: Le cas de la SAQ. Boucherville, Québec: G. Morin, 1991.

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43

Kelly, Gerard. Organisational culture and Telecom Eireann: An investigation into whether the organisational culture, attitudes and beliefs of the management and staff in Drogheda District, Telecom Eireann have changed in the context of changes in structure and strategy. [s.l: The Author], 1999.

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44

Bill, Richardson, ed. Managing in enterprise contexts: The evolutions and revolutions of organisational development. Sheffield: PAVIC, 1993.

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45

Nast, Julia. Unequal Neighbourhoods, Unequal Schools: Organisational Habitus in Deprived and Privileged Local Contexts. Springer VS, 2019.

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46

Theodoraki, Eleni I. An organisational analysis of the national governing bodies of sport in Britain: Organisational structures and contexts, management processes and concepts and perceptions of effectivenesss. 1996.

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47

Understanding Organisational Context: Inside & Outside Organisations. 2a ed. Financial Times Management, 2003.

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48

Capon, Claire. Understanding Organisational Context. Prentice Hall, 2002.

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49

Capon, Claire. Understanding Organisational Context. FT Prentice Hall, 2002.

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50

Institute of Leadership & Manageme. Organisational Culture and Context. Routledge, 2007. http://dx.doi.org/10.4324/9780080473659.

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