Items where Author is "Awojide, O"

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Number of items: 11.

Book contribution

AWOJIDE, O., 2011. MTN's race for Africa. In: E. GOMES, Y. WEBER, C. BROWN and S.Y. TARBA, eds., Mergers, acquisitions and strategic alliances: understanding the process. Basingstoke: Palgrave Macmillan, pp. 49-52. ISBN 9780230285361

Conference contribution

AWOJIDE, O., HODGKINSON, I.R. and RAVISHANKAR, M.N., 2015. How middle managers draw on cultural resources to rationalise their behaviours during the orchestration of ambidexterity. In: 29th Annual British Academy of Management Conference, University of Portsmouth, Portsmouth, 8-10 September 2015.

AWOJIDE, O., HODGKINSON, I.R. and RAVISHANKAR, M.N., 2014. An empirical study of middle managers' exploratory, exploitative, and ambidextrous behaviours on an engineering improvement project. In: 28th Annual British Academy of Management Conference, Belfast Waterfront, Belfast, Northen Ireland, 9-11 September 2014.

AWOJIDE, O., GORUWA, S. and ABDULMAJEED, T., 2014. An analysis of the effectiveness of MTN's internationalization strategy in Africa. In: The Academy of International Business Sub-Saharan Africa Conference on the Internationalization of African Firms and the Prospects for Western and Eastern Multinationals, Raira University, Kenya, 13-15 August 2014.

ABUBAKAR, S., ABDULMAJEED, A. and AWOJIDE, O., 2014. The impact of service quality on customer satisfaction in the Nigerian telecommunication industry. In: The Academy of International Business Sub-Saharan Africa Conference on the Internationalization of African Firms and the Prospects for Western and Eastern Multinationals, Raira University, Kenya, 13-15 August 2014.

AWOJIDE, O., 2014. How middle managers deploy cultural resources during the orchestration of ambidextrous activities. In: Midlands Regional Doctoral Colloquium, Nottingham University Business School, University of Nottingham, Nottingham, 11 April 2014.

AWOJIDE, O., 2014. How middle managers draw on cultural values to rationalise their behaviours during the orchestration of organisational ambidexterity. In: Loughborough School of Business and Economics Doctoral Conference, Loughborough University, Loughborough, 2014.

AWOJIDE, O., HODGKINSON, I.R. and RAVISHANKAR, M.N., 2013. The influence of middle management behaviours on the creation and development of contextual ambidexterity. In: 27th Annual British Academy of Management Conference, Liverpool, 10-12 September 2013, Aintree Racecourse, Liverpool, 10-12 September 2013.

AWOJIDE, O., 2013. The impact of middle management involvement in creating organisational ambidexterity. In: Midlands Regional Doctoral Colloquium, University of Birmingham, Birmingham, 30 April 2013.

AWOJIDE, O., 2012. Emergence of a telecoms giant in Africa: evaluating the effectiveness of MTN’s international market expansion strategy. In: International Conference on HRM and the Management of Organisations in Africa, University of Nottingham, Nottingham, 6-7 September 2012.

Thesis

AWOJIDE, O., 2015. How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity. PhD, Loughborough University.

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