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| 1 | Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*显示文摘 | Linn VanDyne SoonAng Isabel C.Botero | 2003 | Journal of Management Studies2003，，6： | 5 |
| 2 | Consequences Of The Psychological Contract For The Employment Relationship: A Large Scale Survey*显示文摘 | JackieCoyle‐Shapiro IanKessler | 2002 | Journal of Management Studies2002，，7： | 4 |
| 3 | Continuous-Time Models for Firm Valuation and Their Collateral Effect on Risk-Neutral Probabilities and No-Arbitraging Principle显示文摘Extensions of Merton’s model(EMM)considering the firm’s payments and generating new types of firm value distribution are suggested.In the open log-value/time space,these distributions evolve from initially normal to negatively skewed ones,and their means are concave-down functions of time.When payments are set to zero or proportional to the firm value,EMM turns into the Geometric Brownian model(GBM).We show that risk-neutral probabilities(RNPs)and the no-arbitraging principle(NAP)follow from GBM.When firm’s payments are considered,RNPs and NAP hold for the entire market for short times only,but for long-term investments,RNPs and NAP just temporarily hold for individual stocks as far as mean year returns of the firms issuing those stocks remain constant,and fail when the mean year returns decline.The developed method is applied to firm valuation to derive continuous-time equations for the firm present value and project NPV. | Valery V Shemetov | 2020 | Management Studies2020，8，3： | 3 |
| 4 | The Development of Organizational Social Capital: Attributes of Family Firms*显示文摘 | Jean‐LucArregle Michael A.Hitt David G.Sirmon PhilippeVery | 2007 | Journal of Management Studies2007，，1： | 2 |
| 5 | Influences of Contextual,Cultural Factors and Stakeholders on System Design and Management Analysis in Organizations显示文摘Many businesses and organizations can operate in fast changing environments,which meets the high market demands and stakeholder needs.These successful organizations can adapt to everyday changes in the business climate,based on organizational effectiveness,performance,and good strategic planning.Organizations that have failed have done so because of a lack of a good system design in place.Organizational factors such as the changing business climate,labor trends,diminishing stakeholder interests,and lack of organizational value creation to improving current structures to meet the needs are some examples of why organizations may fail.“System is defined as a set of elements arranged in an orderly manner to accomplish an objective.System,is not a randomly arranged set.It is arranged with some logic governed by rules,regulations,principles,and policies.Such an arrangement is also influenced by the objective the system desires to achieve.Systems are created to solve problems”(Deepak,2011,para.1).This paper examines the contextual and cultural factors and stakeholders on systems design and management in organizations by exploring the different major stakeholder group interests that shape the design that is appropriate for a management system. | Remi Alapo | 2018 | Management Studies2018，6，2： | 2 |
| 6 | Proposal and Evaluation of the Competency Model of the Teacher at the University Department显示文摘Performance supported by competencies is very important for every organization.Employees play the key role in the achieving of the performance.Organizations are aware of the importance of improving competencies of its employees.They develop them by organizing training courses.Modern trends in human resources management progressively press for more and more complex assessment of employees based on the networking performance model with the competency model.Nor is it otherwise in the field of higher education.Universities evolve pressure to increase especially the scientific performance.Therefore it is necessary to develop the teacher’s competences.The goal of this article is to create a competency model of the teacher at the department by using multi-criteria decision making method—analytic hierarchy process(AHP)—to determine the weight of individual competencies represented in this model.The competency model can play an important role in evaluating the work of employees and significantly contribute to the objectification of rewarding system and human resources management at the department. | Blanka Bazsová | 2018 | Management Studies2018，6，2： | 2 |
| 7 | Seeing the Need for ISO 14001显示文摘 | Ruihua JoyJiang PratimaBansal | 2003 | Journal of Management Studies2003，，4： | 2 |
| 8 | Credit Risk Model Taking Account of Inflation and Its Contribution to Macroeconomic Discussion on Effect of Inflation on Output Growth显示文摘We use Extended Merton model(EMM)for estimating the firm’s credit risks in the presence of inflation.We show quantitatively that inflation is an influential factor making either a benign or adverse effect on the firm’s survival,supporting at the microeconomic level New Keynesian findings of the nonlinear inflation effect on output growth.Lower inflation increasing the firm’s expected rate of return can raise its mean year returns and decrease its default probability.Higher inflation,decreasing the expected rate return,makes the opposite effect.The magnitude of the adverse effect depends on the firm strength:for a steady firm,this effect is small,whereas for a weaker firm,it can be fatal.EMM is the only model taking account of inflation.It can be useful for banks or insurance companies estimating credit risks of commercial borrowers over the debt maturity,and for the firm’s management planning long-term business operations. | Valery V.Shemetov | 2020 | Management Studies2020，8，6： | 2 |
| 9 | , Environmental Structure and Theories of Strategic Choice显示文摘 | Whittington R | 1988 | Joumal of Management Studies1988，25，： | 2 |
| 10 | An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*显示文摘 | Frances J.Milliken Elizabeth W.Morrison Patricia F.Hewlin | 2003 | Journal of Management Studies2003，，6： | 2 |
| 11 | Breaking the Silence: The Moderating Effects of Self‐Monitoring in Predicting Speaking Up in the Workplace*显示文摘 | Sonya FontenotPremeaux Arthur G.Bedeian | 2003 | Journal of Management Studies2003，，6： | 2 |
| 12 | Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams显示文摘 | Amy C.Edmondson | 2003 | Journal of Management Studies2003，，6： | 2 |
| 13 | Corporate Social Responsibility: Strategic Implications*显示文摘 | AbagailMcWilliams Donald S.Siegel Patrick M.Wright | 2006 | Journal of Management Studies2006，，1： | 2 |
| 14 | HRM, Organizational Psychology and Personnel Psychology: Linear and Simplex Analysis of HR显示文摘 | Giirhan Uysal | 2017 | Management Studies2017，5，2： | 2 |
| 15 | Learning through joint ventures:A framework of knowledge acquisition显示文摘 | Inkpen A C | 2000 | Journal of Management Studies2000，37，7： | 2 |
| 16 | Transition Trajectories for Market Structure and Firm Strategy in China显示文摘 | StevenWhite XielinLiu | 2002 | Journal of Management Studies2002，，1： | 2 |
| 17 | The Cognitive Perspective in Entrepreneurship: An Agenda for Future Research显示文摘 | Denis A. Grégoire Andrew C. Corbett Jeffery S. McMullen | 2010 | Journal of Management Studies2010，，6： | 2 |
| 18 | Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda*显示文摘 | Shaker A.Zahra Harry J.Sapienza PerDavidsson | 2006 | Journal of Management Studies2006，，4： | 2 |
| 19 | The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy显示文摘 | GraemeCurrie Stephen J.Procter | 2005 | Journal of Management Studies2005，，7： | 2 |
| 20 | Using MWD: A Business Intelligence System for Tourism Destination Web显示文摘 | Aurkene Alzua-Sorzabal Jon Kepa Gerrikagoitia Fidel Rebón | 2014 | Management Studies2014，2，1： | 2 |
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