Create an annotated reference list with at least three resources used in the development of a consulting firm. The references should be in relation to teamwork performed during the creation of a fictitious consulting company.© BrainMass Inc. brainmass.com September 25, 2018, 10:45 pm ad1c9bdddf - https://brainmass.com/business/human-resources-management/annotated-references-development-consulting-firm-233855
This should get you what you are looking for....feel free to remove any of the citations that you feel are unnecessary.
Abdul Rashid, Z., Sambasivan, M. & Abdul Rahman, A.(2004). The influence of organizational culture on attitudes toward organizational change. Leadership & Organization Development Journal, 25(1/2), 161-179. Retrieved May 11, 2007, from ABI/INFORM Global database. (Document ID: 626510811).
Abdul Rashid, Sambasivan, and Abdul Rahman (2004) conducted a study to determine the impact the organizational culture has on organizational change. The qualitative study consisted of surveying 258 companies. The results demonstrated that there is in fact an association between the culture of an organization and its attitude towards change. Abdul Rashid el al. (2004) stated that the change process within each organization is unique. Uniqueness comes from the leadership style, type of business, culture, and values. Abdul Rashid el al. found that different organizational cultures have a different level of acceptance towards organizational change.
Atkins, J. & Turner, D. (2006). Upgrade stakeholder service by changing your agency's organizational culture. Institute of Transportation Engineers. ITE Journal, 76(12), 30-32,37. Retrieved May 11, 2007, from ABI/INFORM Global database. (Document ID: 1191526291).
Atkins and Turner (2006) suggested that there are numerous benefits to upgrading an organizations culture. Benefits such as the professional and personal growth of employees, increased customer satisfaction, enhanced organizational performance, and morale are all achievable by changing organizational culture (Atkins & Turner, 2006).
Attaran,M. & Attaran, S. (2002). Collaborative computing technology: The hot new managing tool. Team Performance Management, 8(1/2), 13-20. Retrieved May 2, 2007, from ABI/INFORM Global database. (Document ID: 270069971).
Attaran and Attaran (2002) discussed the growth of the internet and the collaborative tools used in small and mid sized businesses. Emphasized was the evolution of collaborative technologies. An examination of collaborative computing An examination of collaborative computing trends was conducted which according to Attaran & Attaran had experienced significant growth in the form of collaborative products and services. Attaran & Attaran stated that four fundamental capabilities are available on the internet; information retrieval and utilization; communication and data transmission; distribution of products and services; and organizational transactions. Attaran & Attaran contended collaborative software programs fall into one of seven categories: virtual meeting, teamwork, project management, supply chain collaboration, internet broadcast, information sharing, and virtual jam.
Bogdanos, M. (2005). Joint interagency cooperation: The first step. Joint Force Quarterly: JFQ, 37, 10-18.
Bogdanos (2005) postulated that on September 11, 2001 the United States failed to utilize its immense military capabilities and intelligence gathering abilities to prevent the World Trade Center disaster. Bogdanos (2005) stated the failure was in large part due to lack of information sharing amongst the various governmental agencies. Bogdanos (2005) further stated that on September 11, 2001 that the United States government maintained five separate most wanted terrorist lists. Each maintained by a separate governmental agency. Bogdanos (2005) utilized the Joint Interagency Coordination Group (JIACG) in Afghanistan as a positive example of how interagency coordination is conducted. Further Bogdanos (2005) described factors deemed important to ensuring effective interagency coordination.
Bowker, D. (1998). The new management of peace operations under PDD-56. Fletcher Forum of World Affairs, 22 (2), 57-72.
Bowker (1998) stated that the Clinton administrations issuance of PDD-56 created a new method by which the United States would respond to complex contingency operations. However, as the first directive of its kind directing the United States intervention in crisis it underemphasizes civilian participation and does not adequately address the transition from combat to peace building operations (Bowker, 1998). Bowker (1998) posited that the National Security Council (NSC) should be provided increased authorities to enable the NSC to increase civilian participation to ensure transition from peacekeeping to peace building operations.
Briem, C. (2004). Joint is dead, What is next?. Proceedings of the United States Naval Institute, 130(1), 56-59.
Briem (2004) stated that the terrorist attacks in the United States on September 11, 2001 made the concept of military jointness obsolete overnight. Further Briem stated that the complicated nature of the threat that the United States faces requires coordination with elements other than the Department of Defense (DOD). Briem (2004) argued that coordination and harnessing of interagency resources would require an organizational structure different from the traditional organizational chart with clear lines of authority.
Bryant, S. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge. Journal of Leadership & Organizational Studies, 9(4), 32. Retrieved April 27, 2007, from Research Library database. (Document ID:370177241).
Bryant stated competitive advantage is obtained through the management of knowledge (2003). Bryant further postulated that knowledge management is comprised of three process; creating, sharing, and exploiting. ...
This solution contains an annotated bibliography with more than three references used in developing a consulting firm.