Management Education by Distance Mode: Combining Print and Computer Mediated Communication (CMC) Technologies to Provide Flexible Individual Study and Collaborative Learning Opportunities

By A. Smith. Journal of the Australian and New Zealand Academy of Management, 2002

380 citations recorded by the source corpus.

Subfields: Communication, Education, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/1be200dfcd20445bf1f5d725803f52a4fb64302e

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Citations in the corpus

Estimating return on leadership development investment (2010, background): “It is well established that metrics assessing performance impact and behavioral change, which are each core ingredients for the formula provided above, can be dynamic and influenced by many internal and external factors (Ulrich et al, 1999; Becker et al, 2001; Cascio & Boudreau, 2008).”
Intellectual Capital Performance and Profitability of Banks: Evidence from Pakistan (2019, background): “Similarly, Becker et al. (2001) argue that an increase in investment on employee competencies leads to improved financial performance. Mavridis and Kyrmizoglou (2005) further state that human capital is comparatively more essential for banks than physical capital.”
ARE FAMILY FRIENDLY WORKPLACE PRACTICES A VALUABLE FIRM RESOURCE (2011, background): “ 4 employee base (Konrad and Mangel, 2000; Gray and Tudball, 2003) or their strategy (De Cieri et al., 2005; Becker, Huselid, and Ulrich, 1996).”
Globalizing human resource management (2004, methodology): “Recent work by several teams of researchers (Becker et al., 2001; Phillips et al., 2001) has led to the development of HR scorecards as a means of measuring return on investment (ROI) in HR programs.”
Occupational Health and Safety Management in Organizations: A Review (2012, background): “…or practice (Boxall and Purcell 2008; Colbert 2004; Collins and Clark 2003; Hendry 1995; Salaman et al. 2005), except as an efficiency rather than effectiveness input (Becker et al. 2001), a societal performance indicator (Paauwe 2004) or an input into employee participation (Leopold et al. 2005).”
The effects of human resource flexibility, employee competency, organizational culture adaptation and job satisfaction on employee performance (2020, background): “…is a basic characteristic possessed by an individual who is causally related in meeting the criteria needed to occupy a position and contains aspects of knowledge, skills, or personality characteristics that are capable of influencing performance (Spencer & Spencer, 1993; Becker et al., 2001).”
Principals’ Approaches to Cultivating Teacher Effectiveness (2013, background): “This research suggests that “strategic alignment” or coordination of various human capital functions is a strong predictor of a company’s performance (Becker et al., 2001).”
‘Best practices … in spite of performance’: just a matter of imitation? (2005, methodology): “The company is a member of the so-called “HR Scorecard Alliance”, a network with other global players such as Daimler Chrysler, General Motors, IBM and VNU.”
Effectiveness of talent management strategies (2011, background): “As a result, most companies continue with subjective estimates when assessing the effectiveness of their HR practices (Becker et al., 2001; Anderson, 2008).”
The Effects of Leader Communication on a Worker's Intent to Stay: An Investigation Using Structural Equation Modeling (2007, result): “Performance appraisals, feedback, and explanations that reduce role conflict, ambiguity, and clarify performance–reward links have also been aligned with positive retention outcomes (Becker et al., 2001; Igbaria & Guimaraes, 1999).”