The CEO in the context of discontinuous change, David A. Nadler, Jeffrey D. Heilpern; Senior leadership and corporate transformation, James Houghton; The vicissitudes of leadership, Manfred F.R. Kets de Vries; The myth of the genetic manager - new personal competencies for new management roles, Christopher A. Bartlett, Sumantra Ghoshal; Lessons in teamwork, Paul Allaire; Corporate coherence and the top management team, Donald C. Hambrick; Conflict and strategic choice - how top management teams disagree, Kathleen M. Eisenhardt, L.J. Bourgeois III; Confronting senior team conflict - CEO choices, Charles S. Raben, Janet L. Spencer; teams at the top - managing the madness, Deborah Ancona; The need to improve the board's role in corporate governance, John L. Vogelstein; The board as agent of change, Jay W. Lorsch; Control and creativity in the boardroom, Andrew Pettigrew, terry McNulty; Toward a behaviourial theory of the CEO/board relationship, Edward J. Zajac, James D. Westphal; Corporate boards in times of turbulent change, Gerald davis; Leading discontinuous change - 10 lessons from the battlefront, David M. Lawrence; five fundamentals of implementation, Robert Bauman; Levers for organization renewal - innovation streams, ambidextrous organizations and strategic change, Michael L. Tushman et al; Senior leadership and discontinuous change - some themes, Elise Walton; How CEOs, top teams and boards make successful transformations, E. Ralph Biggadike.
