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Patrick M. Dawson

Professor

The University of Adelaide

HQ Phone:  +61 8 8303 5245

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The University of Adelaide

Ground Floor, Napier Building, North Terrace Campus

Adelaide, South Australia,5005

Australia

Company Description

The University of Adelaide is one of the most research-intensive universities in Australia. With an outstanding track record that produces real commercial outcomes, we are committed to investing in research excellence and delivering the highest quality results... more.

Find other employees at this company (8,816)

Background Information

Employment History

PEXA Direct Specialist

Property Exchange Australia Limited


Law Clerk

Williamson Isabella Lawyers


Adjunct Professor

University of Monash


Managing Law Clerk

Access Law Group Pty Limited


Affiliations

British Academy of Management

Member


The British Sociological Association Ltd

Member


European Group for Organizational Studies

Member


ANZAM

Member


Education

English Literature and Italian

University of Wollongong


Bachelor of Laws

completion


Ph.D.

Industrial Sociology

University of Southampton


Web References(61 Total References)


Professor Patrick Dawson | University of Aberdeen Business School

www.abdn.ac.uk [cached]

Professor Patrick Dawson
Professor Patrick Dawson | University of Aberdeen Business School Professor Patrick Dawson Professor Patrick Dawson Email: p.dawson@abdn.ac.uk Tel: 01224 273236 Fax: 01224 273843 Professor Dawson holds a B.Soc.Sc. (Hons) and a Ph.D. in Industrial Sociology from the University of Southampton. He is a member of the Australian & New Zealand Academy of Management, British Academy of Management, British Sociological Association, and the European Group for Organizational Studies. Previous Employment Professor Dawson has held positions at the University of Southampton, University of Surrey, University of Edinburgh, University of Wollongong and the University of Adelaide. During 1999 he was Guest Research Professor on the Working Environment and Technological Development Programme in Denmark (Technical University of Denmark, Aalborg University, and Roskilde University). Research Interests Professor Dawson has published over 50 refereed journal articles and book chapters. His has a long research history in the area of organizational change where he has published a number of books including: Organizational Change, London: Paul Chapman Publishing, 1994. More recently, he has co-authored a number of journal articles including Dawson, P. and Buchanan, D. (2005) 'The way it really happened: competing narratives in the political process of technological change', Human Relations, 58(7): 845-865. He also has an interest in technology and has co-edited a four volume series of books on Technology and Organisations: Critical Perspectives on Business Management, London: Routledge, 2000. Dawson, PM., Farmer, J. & Thomson, E. (2011). 'The power of stories to persuade: The storying of midwives and the financial narratives of central policy makers'. Journal of Management & Organization, vol 17, no. 2, pp. 146-164. [Online] DOI: 10.5172/jmo.2011.17.2.146 Daniel, L. & Dawson, PM. (2011). 'The sociology of innovation and new biotechnologies'. New Technology, Work and Employment, vol 26, no. 1, pp. 1-16. [Online] DOI: 10.1111/j.1468-005X.2010.00253.x Charles, KL. & Dawson, PM. (2011). 'Dispersed change agency and the improvisation of strategy during processes of change'. Journal of Change Management. [Online] DOI: 10.1080/14697017.2011.576653 Zanko, M. & Dawson, PM. (2011). 'Occupational health and safety management in organizations: a review'. International Journal of Management Reviews. [Online] DOI: 10.1111/j.1468-2370.2011.00319.x Dawson, PM. & Daniel, L. (2010). 'Understanding social innovation: a provisional framework'. International Journal of Technology Management, vol 51, no. 1, pp. 9-21. Dawson, PM. & Spedding, T. (2009). 'Simulation modeling and strategic change: creating the sustainable enterprise'. Australasian Journal of Information Systems, vol 16, no. 2, pp. 71-80. [Online] AURA: http://aura.abdn.ac.uk/bitstream/2164/793/1/DawsSped2009.pdf Dawson, PM. & Zanko, M. (2009). 'Cultural issues in organizational change: the case of the Australian Services Union'. Employment Relations Record, vol 9, no. 1, pp. 19-41. Chapters in Books, Reports and Conference Proceedings Chapters Dawson, PM. (2011). 'The contribution of the processual approach to the theory and practice of organizational change'. in D Boje, B Burnes & J Hassard (eds), The Routledge Companion to Organizational Change, Routledge, London, pp. 119-132. Conference Contributions Dawson, PM. & Zanko, M. (2009). 'Reframing occupational health and safety management: A social innovation approach'. Sustainable Management and Marketing, 23rd ANZAM Conference, Promaco Convenetions Pt Ltd, Melbourne, Australia. Dawson, PM. & Daniel, L. (2008). 'Social innovation, sustainable futures and commercial concerns: people, profits and social well-being'. in W Karwowski & G Salvendy (eds), 2nd International Conference on Applied Human Factors and Ergonomics jointly with the 12th International Conference on Human Aspects of Advanced Manufacturing, USA Publishing, USA. Daniel, L. & Dawson, PM. (2008). 'Biotechnology integration as a sociology of innovation'. Managing the Pacific Century, 22nd ANZAM Conference, Promaco Convention, Western Australia. Oke, AO. & Dawson, PM. (2008). 'Contextualising workplace stress: the experience of bank employees in Nigeria'. Managing the Pacific Century, 22nd ANZAM Conference, Promaco Convention, Western Australia, 22nd ANZAM Conference, Auckland, New Zealand, 2/12/08. Dawson, PM. (2008). 'People and process: making sense of change management'. ICOMS Asset Management Conference. Contributions to Conferences Papers Dawson, PM., Farmer, J. & Thomson, E. (2008). 'The discourse of midwives and the strategies of politicians'. Paper presented at sub-theme 37, Transforming Others: The Discourse Strategies and Practices of Change at the 24th EGOS Colloquium: Upsetting Organizations, Amsterdam, Netherlands, 10/07/08 - 12/07/08,. Books and Reports Books Andriopoulos, C. & Dawson, PM. (2009). 'Managing Change, Creativity and Innovation'. Sage Publications, London, United Kingdom. Contributions to Specialist Publications Featured Articles Dawson, PM. (2009). 'Making change matter: Public sector efficiencies through small scale initiatives'. pp. 30-32, Public Sector Executive, Cognitive Publishing. Buchanan, D. & Dawson, PM. (2007). 'Discourse and Audience: Organizational Change as Multi-Story Process'. Journal of Management Studies, vol 44, no. 5, pp. 669-686. [Online] DOI: 10.1111/J.1467-6486.2006.00669.X Skordoulis, R. & Dawson, PM. (2007). 'Reflective decisions: the use of Socratic dialogue in managing organizational change'. Management Decision, vol 45, no. 6, pp. 991-1007. [Online] DOI: 10.1108/00251740710762044 Mahdi, O. & Dawson, PM. (2007). 'The introduction of information technology in the commercial banking sector of developing countries: voices from Sudan'. Information Technology & People, vol 20, no. 2, pp. 184-204. Farmer, J., Dawson, PM., Martin, E. & Tucker, JS. (2007). 'Rurality, remoteness and the change process: evidence from a study of maternity services in the North of Scotland'. Health Services Management Research, vol 20, no. 1, pp. 59-68. Mahdi, O. & Dawson, PM. (2006). 'Technology policy and change in developing economies: advancing a banking strategy for world developments'. International Journal of Technology, Policy and Management, vol 6, no. 3, pp. 256-273. Skordoulis, R. & Dawson, PM. (2006). 'The Acropolis of change: the Socratically reflective employee?'. International Journal of Applied Management, vol 2, no. 3, pp. 1-21. Dawson, PM. & Buchanan, D. (2005). 'The way it really happened: competing narratives in the political process of technological change'. Human Relations, vol 58, no. 7, pp. 845-865. [Online] DOI: 10.1177/0018726705057807 Dawson, PM. (2005). 'Changing manfuacturing practices: an appraisal of the processual approach'. Human Factors and Ergonomics in Manufacturing, vol 15, no. 4, pp. 385-402. [Online] DOI: 10.1002/hfm.20034 Dawson, PM. & Huang, J. (2003). 'Reconfiguration in the context of BPR'. International Journal of Internet and Enterprise Management, vol 1, no. 4, pp. 373-388. [Online] DOI: 10.1504/IJIEM.2003.003905 Badham, CR. & Dawson, PM. (2003). 'Designer deviance: enterprise and deviance in culture change programmes'. Organization, vol 10, no. 4, pp. 707-730. [Online] DOI: 10.1177/13505084030104001 Dawson, PM., McLoughlin, I. & Preece, D. (2003). 'From Essex to cyberspace: virtual organizational reality and real organizational reality'. Labour and Industry, vol 14, no. 1, pp. 73-89. Dawson, PM. (2003). 'Organizational Change stories and Management Research: facts or fiction'. Journal of Australian and New Zealand Academy of Management, vol 9, no. 2, pp. 37-49. Dawson, PM. & Gunson, N. (2002). 'Technology and the politics of change at work: the case of Dalebake Bakeries'. New Technology, Work and Employment, vol 17, no. 1, pp. 35-45. [Online] DOI: 10.1111/1468-005X.00092 Panteli, A. & Dawson, PM. (2001). 'Video conferencing systems: changing patterns of business communication'. New Technology, Work and Employment, vol 16, no. 2, pp. 88-99. [Online] DOI: 10.1111/1468-005X.00079 Atkins, M. & Dawson, PM. (2001). 'The virtual organization: emerging forms of ICT-based work arrangements'. Journal of General Management, vol 26, no. 3, pp. 41-52. Dawson, PM. & Jensen, PL. (2001). 'Working environment and technological development: The Danish experience'. Human Factors and Ergonomics in Manufacturing, vol 11, no. 2, pp. 81-87. [Online] DOI: 10.1002/hfm.1000 Dawson, PM. (2001). 'Contextual shaping in the origination, implementation and uptake of manufacturing cells'. Integrated Manufacturing Systems, vol


researchers.adelaide.edu.au

Dr Patrick Dawson
Patrick Dawson Professor University of Adelaide Business School Patrick Dawson is a Professor of Change, Innovation and Creativity at the University of Adelaide and an Emeritus Professor at the University of Aberdeen. With an extensive publication list of over 60 refereed journal articles, 12 books, 50 book chapters he is an international leader in management research. His reputation has led to frequent invites to chair conference streams as well as regular keynote speaking appearances and he has worked on the Editorial Board of several learned journals. In 2005, he was awarded the ongoing position of Distinguished Member of the Australian and New Zealand Academy of Management and he has held Visiting Professorships at Lund University, Roskilde University and the Danish Technical University, an Adjunct Professorship at Monash University and was holder of the Salvesen Chair of Management at the University of Aberdeen. Patrick holds a PhD in industrial sociology from the University of Southampton and during his early career worked at the University of Surrey and the University of Edinburgh. He moved to Australia in the 1980s where he took up a position at the University of Adelaide. In studying change in UK, Australian and New Zealand based organizations, Patrick has worked on a number of Australian Research Council (ARC) and Economic and Social Research Council (ESRC) funded projects in collaboration with scholars at other universities. He has examined change and innovation in a number of organizations including: Pirelli Cables, BHP Billiton, Royal Dutch Shell, British Rail, British Aerospace, General Motors, Hewlett Packard, TNT and the CSIRO. Connect With Me Dr Patrick Dawson Patrick Dawson is a Professor of Change, Innovation and Creativity at the University of Adelaide and an Emeritus Professor at the University of Aberdeen. With an extensive publication list of over 60 refereed journal articles, 12 books, 50 book chapters he is an international leader in management research. His reputation has led to frequent invites to chair conference streams as well as regular keynote speaking appearances and he has worked on the Editorial Board of several learned journals. In 2005, he was awarded the ongoing position of Distinguished Member of the Australian and New Zealand Academy of Management and he has held Visiting Professorships at Lund University, Roskilde University and the Danish Technical University, an Adjunct Professorship at Monash University and was holder of the Salvesen Chair of Management at the University of Aberdeen. Patrick holds a PhD in industrial sociology from the University of Southampton and during his early career worked at the University of Surrey and the University of Edinburgh. He moved to Australia in the 1980s where he took up a position at the University of Adelaide. In studying change in UK, Australian and New Zealand based organizations, Patrick has worked on a number of Australian Research Council (ARC) and Economic and Social Research Council (ESRC) funded projects in collaboration with scholars at other universities. He has examined change and innovation in a number of organizations including: Pirelli Cables, BHP Billiton, Royal Dutch Shell, British Rail, British Aerospace, General Motors, Hewlett Packard, TNT and the CSIRO. Data are collected throughout these processes from stakeholders and employees at all levels (not just management) and examined within a broader contextual frame that takes account of the past (historical and retrospective analyses) and the future (analyses of future expectations before and after the event), as well as the current ongoing processes of change (Dawson, 2013: 252). It is based on the assumption that change is complex and at times chaotic (Alvesson & Sveningsson, 2016). It recognizes that the unplanned, unforeseen and unexpected will occur and that consequently, organizational change should not be reduced to a list of simple sequential steps (Dawson, 1994). This processual perspective highlights the importance of temporality and context (the history and culture of organizations), political processes, power plays and decision-making that engages people in negotiations, in communications that may be misinterpreted or reinterpreted in various ways that create further uncertainties, ambiguities and confusion. It spotlights how forms of 'equivocality' (where multiple interpretations exists) may be progressively resolved through collective sensemaking processes, whilst also sustaining conflicting interpretations between different groups that may be further reinforced through processes of change (Dawson, 2003). Attention is given to the temporal reconstitution of practices (management strategy, change interventions and workplace reconfigurations) and how people give and make sense of the way social and material processes, activities and actions unfold over time (Dawson and Skykes, 2016). In short, change is viewed as a complex, dynamic, non-linear, temporal process. Alvesson, M, & Sveningsson, S. (2016) Changing Organizational Culture: Cultural Change Work in Progress. Abingdon, Oxon: Routledge. Dawson, P. (1994) Organizational Change: A Processual Approach. London: Paul Chapman Publishing. Dawson, P. (2003) Reshaping Change: A Processual Perspective. London: Routledge. Dawson, P. and Sykes, C. (2016) Organizational Change and Temporality: Bending the Arrow of Time. Dawson,P, Sykes,C, McLean,P, Zanko,M, Marciano,H, 2014, Stories affording new pathways: Bridging the divide between aged and disability care, Journal of Organizational Change Management, 27, 5, 819-838 10.1108/JOCM-12-2013-0245 Dawson,P, Farmer,J, Thomson,E, 2011, The power of stories to persuade: The storying of midwives and the financial narratives of central policy makers, Journal of Management and Organization, 17, 2, 146-164 10.5172/jmo.2011.17.2.146 2011 Charles,K, Dawson,P, 2011, Dispersed change agency and the improvisation of strategies during processes of change, Journal of Change Management, 11, 3, 329-351 10.1080/14697017.2011.576653 Dawson,P, 2005, Changing manufacturing practices: An appraisal of the processual approach, Human Factors and Ergonomics In Manufacturing, 15, 4, 385-402 10.1002/hfm.20034 Atkins,M, Dawson,PM, 2001, The virtual organization: emerging forms of ICT-based work arrangements, Journal of General Management, 26, 3, 41-52 Dawson,P, 2000, Technology, work restructuring and the orchestration of a rational narrative in the pursuit of 'management objectives': The political process of plant-level change, Technology Analysis and Strategic Management, 12, 1, 56-58 2000 Dawson,P, Drinkwater,R, Gunson,N, Atkins,M, 2000, Computer-Mediated Communication and the Virtual Workplace: the Social and Political Processes of Change, Labour & Industry: a journal of the social and economic relations of work, 10, 3, 17-36 10.1080/10301763.2000.10669222 1998 Dawson,P, 1998, Australian technology meets American manufacturing: A case study of industrial collaboration, Human Factors and Ergonomics In Manufacturing, 8, 2, 111-123 10.1002/(SICI)1520-6564(199821)8:23.0.CO;2-6 Dawson,P, 1991, Lost Managers or Industrial Dinosaurs? A Reappraisal of Front-line Management, Australian Journal of Management, 16, 1, 35-48 10.1177/031289629101600102 Dawson,PM, 1991, From machine-centred to human-centred manufacture, International Journal of Human Factors in Manufacturing, 1, 4, 327-338 Dawson,P, 1988, Intelligent knowledge based systems (IKBS): organisational implications, New Technology, Work and Employment, 3, 1, 56-65 10.1111/j.1468-005X.1988.tb00089.x Dawson,PM, 1996, Technology and Quality: Change in the Workplace, International Thomson Business Press, London McLoughlin,I, Dawson,PM, 2017, 'Not out'? A sociomaterial perspective on decision review systems in professional cricket, Routledge, Abingdon, Oxon, pp. 192-208 2016 Dawson,P, 2016, Change bites: Stories from the field, Routledge, Abingdon, Oxon, pp. 51-63 2013 Dawson,PM, 2013, The use of time in the design, conduct and write-up of longitudinal processual case study research, Edward Elgar Publishing Limited, Cheltenham, Glos; United Kingdom, pp. 249-268 2012 Dawson,PM, 2012, The contribution of the processual approach to the theory and practice of organizational change, Routledge, pp. 119-132 2011 Dawson,PM, 2011, Reframing OH&S - a social interaction approach, Tilde University Press, Prahan Victoria, pp. 83-100 2007 Dawson,PM, 2007, Change management, Blackwell Publisher, pp. 427-431 2004 Dawson,PM, 2004, Company change and human resources:


Footprint Books - Book Detail

www.footprint.com.au [cached]

Patrick Dawson has a dual appointment with the University of Wollongong and the University of Aberdeen, Scotland.
Professor Dawson is a member of the Australian and New Zealand Academy of Management, British Academy of Management, British Sociological Association, and the European Group for Organizational Studies. He has held positions at the University of Southampton, University of Surrey, University of Edinburgh, University of Wollongong and the University of Adelaide.


University of Aberdeen Business School

gopher.abdn.ac.uk [cached]

Professor Patrick DawsonUniversity of Aberdeen Business SchoolProfessor Patrick Dawson photograph of Patrick DawsonProfessor Dawson holds a B.Soc.Sc. (Hons) and a Ph.D. in Industrial Sociology from the University of Southampton.He is a member of the Australian & New Zealand Academy of Management, British Academy of Management, British Sociological Association, and the European Group for Organizational Studies.PreviousEmployment Professor Dawson has held positions at the University of Southampton, University of Surrey, University of Edinburgh, University of Wollongong and the University of Adelaide.During 1999 he was Guest Research Professor on the Working Environment and Technological Development Programme in Denmark (Technical University of Denmark, Aalborg University, and Roskilde University).ResearchInterests Professor Dawson has published over 50 refereed journal articles and book chapters.His has a long research history in the area of organizational change where he has published a number of books including: Organizational Change, London: Paul Chapman Publishing, 1994.More recently, he has co-authored a number of journal articles including Dawson, P. and Buchanan, D. (2005) ‘The way it really happened: competing narratives in the political process of technological change', Human Relations, 58(7): 845-865.He also has an interest in technology and has co-edited a four volume series of books on Technology and Organisations: Critical Perspectives on Business Management, London: Routledge, 2000.(Skordoulis,R., and Dawson, P.), Reflective decisions: the use of Socratic dialogue in managing organizational change, Management Decision, Vol.45 (6), pp.991-1007, 2007 (Mahdi, O., and Dawson, P.), The introduction of information technology in the commercial banking sector of developing countries: voices from Sudan, Information Technology & People, Vol.20 (2), pp.184-204, 2007 (Buchanan, D. and Dawson, P.), Discourse and audience: organizational change as multi-story process, Journal of Management Studies, Vol.44 (5), pp.669-686, 2007 (Farmer, J., Dawson, P., Martin, E. and Tucker, J.), Rurality, remoteness and the change process: evidence from a study of maternity services in the North of Scotland, Health Services Management Research, Vol.20 (1), pp., 59-68, 2007 (Dawson, P.), Change Management, The Blackwell Encyclopaedia of Sociology, Malden, MA, 2006 (Mahdi, O., and Dawson, P.), Technology policy and change in developing economies: advancing a banking strategy for world developments, International Journal of Technology, Policy and Management, Vol.6 (3), pp.256-273, 2006 (Dawson, P., Buchanan, D.), The way it really happened: competing narratives in the political process of technological change, Human Relations, Vol 58 (7), pp.845-865, 2005 (Dawson, P.), Changing manufacturing practices: an appraisal of the processual approach, Human Factors and Ergonomics in Manufacturing, Vol.15(4), pp.385-402, 2005 (Dawson, P.), Managing change: communication and political process, Key Issues in Organizational Communication, pp.60-73, 2004 (Dawson, P.), Understanding Organizational Change: The Contemporary Experience of People at Work, London: Sage, 2003 (Dawson, P.), Reshaping Change: A Processual Perspective, London, 2003 (Dawson, P.), Organizational Change stories and Management Research: facts or fiction, Journal of Australian and New Zealand Academcy of Management, 9(2): 37-49, 2003 (Dawson, P., and Huang, J.), Reconfiguration in the context of BPR, , International Journel of Internet and Enterprise Management, 1(4): 373-388,, 2003 (Dawson,P., McLoughlin, I., and Preece, D.), From Essex to cyberspace: virtual organizational reality and real organizational reality, Labour and Industry, 14(1): 73-89 , 2003 (Badham, R. et al, Dawson, P.), Designer deviance: enterprise and deviance in culture change programmes, Organization, 10(4): 707-730, 2003 (McLoughlin, I., Dawson, P.), The mutual shaping of technology and organisation: between cinema and a hard place, Tehcnological Change and Organizational Action, pp.20-36, 2003 (Dawson, P.), Changing supervisory relations at work: behind the success stories of Quality Management, Understanding, Managing and Implementing Quality: Frameworks, Techniques and Cases, pp.211-226, 2002 (Dawson, P. and Gunson, N.), Technology and the politics of change at work: the case of Dalebake Bakeries, New Technology, Work and Employment, 17:1: 35-45, 2002 (Dawson, P.), Contextual shaping in the origination, implementation and uptake of manufacturing cells, Integrated Manufacturing Systems, 12(4): 296-305, 2001 (Panteli, A. and Dawson, P.), Video conferencing systems: changing patterns of business communication, New Technology, Work and Employment, 16(2): 88-99, 2001 (Atkins, M. and Dawson, P.), The virtual organization: emerging forms of ICT-based work arrangements, Journal of General Management, 26(3): 41-52, 2001 (Dawson, P. and Jensen, P. L.), Working environment and technological development: the Danish experience, Human Factors and Ergonomics in Manufacturing, Spring, 11(2): 81-7, 2001 (Dawson, P.), Technology and Quality: Change in the Workplace, 1996


University of Aberdeen Business School

www.norcol.ac.uk [cached]

Professor Patrick Dawson photograph of Patrick DawsonProfessor Dawson holds a B.Soc.Sc. (Hons) and a Ph.D. in Industrial Sociology from the University of Southampton.He is a member of the Australian & New Zealand Academy of Management, British Academy of Management, British Sociological Association, and the European Group for Organizational Studies.PreviousEmployment Professor Dawson has held positions at the University of Southampton, University of Surrey, University of Edinburgh, University of Wollongong and the University of Adelaide.During 1999 he was Guest Research Professor on the Working Environment and Technological Development Programme in Denmark (Technical University of Denmark, Aalborg University, and Roskilde University).ResearchInterests Professor Dawson has published over 50 refereed journal articles and book chapters.His has a long research history in the area of organizational change where he has published a number of books including: Organizational Change, London: Paul Chapman Publishing, 1994.More recently, he has co-authored a number of journal articles including Badham et al, Designer deviance: enterprise and deviance in culture change programmes, Organization, 10(4): 707-730, 2003.He also has an interest in technology and has co-edited a four volume series of books on Technology and Organisations: Critical Perspectives on Business Management, London: Routledge, 2000.(Atkins, M. and Dawson, P.), The virtual organization: emerging forms of ICT-based work arrangements, Journal of General Management, 26(3): 41-52, 2001 (Dawson, P. and Jensen, P. L.), Working environment and technological development: the Danish experience, Human Factors and Ergonomics in Manufacturing, Spring, 11(2): 81-7, 2001 (Dawson, P.), Technology and Quality: Change in the Workplace, 1996


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