Adrian Payne
Biographic Data
| ID | 5812435 |
|---|---|
| NAME | Adrian Payne |
| GIVEN NAMES | Adrian |
| FAMILY NAME | Payne |
| SIGNATURE | PAYNE A |
| AFFILIATIONS | Cranfield University |
| ORCID | 0000-0002-4628-2926 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 2008 |
| H-INDEX | 2 |
Managing the co-creation of value
Corporate social responsibility and sustainable development
Given today's concerns about the impact of globalisation on the developing world, companies must demonstrate that they are operating responsibly, and work to become more accountable to stakeholders. At the same time there is continuing debate as to the proper role and responsibilities of companies in relation to that of governments when it comes to sustainable development. A cornerstone of British American Tobacco's corporate social responsibilit…
Adaptive-innovative cognitive styles of Australian managers
This paper describes an empirical investigation of Australian midcareer managers which was suggested by Kirton's (1976) theory of adaptive-innovative cognitive style. Two hypotheses were tested: (a) that broadly defined managerial functions can be subdivided on the basis of their internal or external task orientations, and (b) that the cognitive styles of members of the resultant subfunctions will be either predominantly adaptive or predominantly…
Adaptors and Innovators in Organizations
The hypothesis was tested that broadly-defined managerial functions can be sub-divided on the basis of their members' internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms derived from Kirton's adaption-innovation theory. Data from samples of British (N = 115) and Australian (N = 123) mid-career managers undertaking MBA programs who completed the Kirton Ad…
Adaptors and Innovators in Organizations
The hypothesis was tested that broadly-defined managerial functions can be sub-divided on the basis of their members' internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms derived from Kirton's adaption-innovation theory. Data from samples of British (N = 115) and Australian (N = 123) mid-career managers undertaking MBA programs who completed the Kirton Ad…
Adaptive-innovative cognitive styles of Australian managers
This paper describes an empirical investigation of Australian midcareer managers which was suggested by Kirton's (1976) theory of adaptive-innovative cognitive style. Two hypotheses were tested: (a) that broadly defined managerial functions can be subdivided on the basis of their internal or external task orientations, and (b) that the cognitive styles of members of the resultant subfunctions will be either predominantly adaptive or predominantly…
Corporate social responsibility and sustainable development
Given today's concerns about the impact of globalisation on the developing world, companies must demonstrate that they are operating responsibly, and work to become more accountable to stakeholders. At the same time there is continuing debate as to the proper role and responsibilities of companies in relation to that of governments when it comes to sustainable development. A cornerstone of British American Tobacco's corporate social responsibilit…
Adaptors and Innovators in Organizations
The hypothesis was tested that broadly-defined managerial functions can be sub-divided on the basis of their members' internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms derived from Kirton's adaption-innovation theory. Data from samples of British (N = 115) and Australian (N = 123) mid-career managers undertaking MBA programs who completed the Kirton Ad…
Adaptive-innovative cognitive styles of Australian managers
This paper describes an empirical investigation of Australian midcareer managers which was suggested by Kirton's (1976) theory of adaptive-innovative cognitive style. Two hypotheses were tested: (a) that broadly defined managerial functions can be subdivided on the basis of their internal or external task orientations, and (b) that the cognitive styles of members of the resultant subfunctions will be either predominantly adaptive or predominantly…
Corporate social responsibility and sustainable development
Given today's concerns about the impact of globalisation on the developing world, companies must demonstrate that they are operating responsibly, and work to become more accountable to stakeholders. At the same time there is continuing debate as to the proper role and responsibilities of companies in relation to that of governments when it comes to sustainable development. A cornerstone of British American Tobacco's corporate social responsibilit…
Managing the co-creation of value
Economics (3 works) · Business (2 works) · Cognition (2 works) · Cognitive psychology (2 works) · Cognitive style (2 works) · Creativity in Education and Neuroscience (2 works) · Entrepreneurship Studies and Influences (2 works) · Management (2 works) · Management styles (2 works) · Psychology (2 works)