LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Publisher: Aston University
Languages: English
Types: Part of book or chapter of book
Subjects:
The CASE Award PhD is a relatively new approach to completing academic research degrees, aligning the ideals of comprehensive research training and cross-collaboration between academics and organisations. As the initial wave of CASE funded PhD research begins to near completion, and indeed become evident through the publication of results, now is an appropriate time to begin the evaluation process of how to successfully deliver a CASE PhD, and to analyse the best practice approaches of completing a CASE Award with an organisation. This article intends to offer a picture into the CASE PhD process, with a focus on methods of communication to successfully implement this kind of research in collaboration with an organisation.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Barnacle, R., & Dall'Alba, G. (2011) Research degrees as professional education? Studies in Higher Education, 36 (4), 459-470 Dietz, G., & Den Hartog, D. N. (2006) Measuring trust inside organisations. Personnel Review, 35 (5), 557-588 Fielding, M. (2006) Effective communication in organisations. Cape Town: Jut & Co Hoogervorst, J., van der Flier, H., & Koopman, P. (2004) Implicit communication in organisations. The impact of culture, structure, and management practices on employee behaviour. Journal of Managerial Psychology, 19 (3), 288-311 Hosmer, L. (1995) Trust: The connection link between organizational theory and philosophical ethics.
    • Academy of Management Review, 20, 379-403 Kasper-Fuehrer, E. C., & Ashkanasy, N. M. (2001) Communicating trustworthiness and building trust in interorganisational virtual organisations. Journal of Management, 27, 235-254 Meyerson, D., Weick, K. E., & Kramer, R. M. (1996) Swift trust and temporary groups. In R. M.
    • Kramer (Ed). Trust in organisations: Frontiers of theory and research (pp. 166-196). Thousand Oaks, CA: SAGE Miles, R. E., & Creed, W. E. (1995) Organisational forms and managerial philosophies: A descriptive and analytical review. In B. M. Staw & L. L. Cummings (Eds). Research in organizational behaviour, vol17 (pp. 333-372). Greenwich, CT: JAI Press. Scott, S. C., & Lane, V. R. (2000) A stakeholder approach to organizational identity. Academy of Management Review, 25, 43-62 Tashakkori, A., & Teddlie, C. (2003) Handbook of mixed methods in social and behavioral research.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article