Bruno Dyck
Bruno Dyck
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TitleCited byYear
The politics of organizational learning: integrating power into the 4I framework
TB Lawrence, MK Mauws, B Dyck, RF Kleysen
Academy of Management Review 30 (1), 180-191, 2005
Passing the baton: The importance of sequence, timing, technique and communication in executive succession
B Dyck, M Mauws, FA Starke, GA Mischke
Journal of business venturing 17 (2), 143-162, 2002
Learning to build a car: an empirical investigation of organizational learning
B Dyck, FA Starke, GA Mischke, M Mauws
Journal of Management Studies 42 (2), 387-416, 2005
The formation of breakaway organizations: Observations and a process model
B Dyck, FA Starke
Administrative Science Quarterly 44 (4), 792-822, 1999
Improving the effectiveness of gainsharing: The role of fairness and participation
CL Cooper, B Dyck, N Frohlich
Administrative Science Quarterly, 471-490, 1992
Management, theology and moral points of view: towards an alternative to the conventional materialist‐individualist ideal‐type of management
B Dyck, D Schroeder
Journal of Management Studies 42 (4), 705-735, 2005
Management: Current practices and new directions
B Dyck, M Neubert
Cengage Learning, 2008
Aristotle’s virtues and management thought: An empirical exploration of an integrative pedagogy
B Dyck, R Kleysen
Business Ethics Quarterly 11 (4), 561-574, 2001
Principles of management
B Dyck, MJ Neubert
South-Western Cengage Learning, 2009
The underlying structure of continuous change
TB Lawrence, B Dyck, S Maitlis, MK Mauws
MIT Sloan Management Review 47 (4), 59, 2006
Understanding configuration and transformation through a multiple rationalities approach
B Dyck
Journal of Management Studies 34 (5), 793-823, 1997
Upheavals in congregations: The causes and outcomes of splits
FA Starke, B Dyck
Review of Religious Research, 159-174, 1996
Recipes for successful sustainability: Empirical organizational configurations for strong corporate environmental performance
K Walker, N Ni, B Dyck
Business Strategy and the Environment 24 (1), 40-57, 2015
Exploring organizational family trees: A multigenerational approach for studying organizational births
B Dyck
Journal of Management Inquiry 6 (3), 222-233, 1997
Passing the baton: The importance of sequencing, timing, technique and communication in executive succession
B Dyck, M Mauws, FA Starke, GA Mischke
Journal of Business Venturing 17 (2), 143-162, 2002
The primary importance of corporate social responsibility and ethicality in corporate reputation: An empirical study
K Walker, B Dyck
Business and Society Review 119 (1), 147-174, 2014
Conventional versus radical moral agents: An exploratory empirical look at Weber’s moral-points-of-view and virtues
B Dyck, JM Weber
Organization Studies 27 (3), 429-450, 2006
Salvation, theology and organizational practices across the centuries
B Dyck, E Wiebe
Organization 19 (3), 299-324, 2012
Coping with the sudden loss of an indispensable employee: An exploratory case study
FA Starke, B Dyck, MK Mauws
The Journal of Applied Behavioral Science 39 (2), 208-228, 2003
Build in sustainable development and they will come: a vegetable field of dreams
B Dyck
Journal of Organizational Change Management 7 (4), 47-63, 1994
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