| 000 | 01102naa a2200205uu 4500 | ||
|---|---|---|---|
| 001 | 5122117344510 | ||
| 003 | OSt | ||
| 005 | 20190211160503.0 | ||
| 008 | 051221s2005 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aARENDT, Lucy A. _922990 |
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| 245 | 1 | 0 | _aA CEO-Adviser model of strategic decision making |
| 260 |
_aLondon : _bSage, _cAugust 2005 |
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| 520 | 3 | _aUpper echelons research has emphasized decision making either by individual CEOs or by teams of top managers. The authors introduce the CEO-Adviser model as an intermediate model of strategic decision making. The CEO-Adviser model leads to new propositions that have not been explored through the individual CEO or top management team models concerning how context affects the use of formal versus informal advisory systems and how advisers are selected | |
| 700 | 1 |
_aPRIEM, Richard L. _922991 |
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| 700 | 1 |
_aNDOFOR, Hermann Achidi _922992 |
|
| 773 | 0 | 8 |
_tJournal of management : J.O.M _g31, 5, p. 680-699 _dLondon : Sage, August 2005 _xISSN 0149-2063 _w |
| 942 | _cS | ||
| 998 |
_a20051221 _b1734^b _cTiago |
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| 998 |
_a20090608 _b1746^b _cTiago |
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| 999 |
_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c14495 _d14495 |
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| 041 | _aeng | ||