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Managing organisational hubris through purpose
Sarah Bowman
, Gloria Walker
Social Sciences Department
Research output
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Contribution to conference
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Paper
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peer-review
18
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Social Sciences
Behavior
18%
Business Success
9%
Charity
18%
Cognitive Bias
9%
Commitment
9%
Communication
36%
Company
18%
Conceptualization
18%
Confidence
9%
Construct
9%
Consumers
9%
Contribution
9%
Credibility
9%
Customer
9%
Decision Making Management
9%
Director
9%
Evidence
9%
Field of Study
9%
Governance
9%
Hypothesis
18%
Identity
27%
Influence
9%
Introduction
9%
Leadership
18%
Light
9%
Literature
27%
Literature Reviews
9%
Management Consultant
9%
Methodology
9%
Occupations
9%
Organizational Failure
18%
Organizations
27%
Paper
18%
Perspective
18%
Practice
9%
Predisposition
9%
Professional Communication
18%
Profits
9%
Psychology
9%
Purpose
100%
Quantitative
9%
Reality
9%
Relative
9%
Risk Taking
9%
Scholarships
45%
Secondary Source
9%
Self Esteem
9%
Self-Confidence
18%
Senior Executive
9%
Shareholder
9%
Social Impact
27%
Stakeholders
27%
Success
9%
Talent
9%
Testing
9%
Time
9%
Tuition Fee
45%
UK
9%
Economics, Econometrics and Finance
Benefits
9%
Customers
9%
Enterprise
18%
Firm Performance
9%
Highly Skilled Workers
9%
Leadership
18%
Management
27%
Market Concentration
9%
Profit
9%
Return
9%
Shareholders
9%
Stakeholder
27%
Nursing and Health Professions
Cisapride
9%
Consultation
9%
Consumer
9%
Disease Predisposition
9%
Enalapril Maleate
9%
Ensure
9%
Job
9%
Literature Review
9%
Physician
9%
Standing Frame
9%
Suggestion
9%
Symptom
9%
Symptom Management
9%
Syndrome
27%
Time
9%