Mahmoud Ezzamel and Mike Reed

Why this special issue on governance in transition?
Human Relations 2008 61: 595-596. [PDF]  

Mahmoud Ezzamel and Mike Reed

Governance: A code of multiple colours
Human Relations 2008 61: 597-615. [Abstract] [PDF] [References]  

Ian Greener and Martin Powell

The changing governance of the NHS: Reform in a post-Keynesian health service
Human Relations 2008 61: 617-636. [Abstract] [PDF] [References]  

Glenn Morgan

Market formation and governance in international financial markets: The case of OTC derivatives¹
Human Relations 2008 61: 637-660. [Abstract] [PDF] [References]  

Bogdan Costea, Norman Crump, and Kostas Amiridis

Managerialism, the therapeutic habitus and the self in contemporary organizing
Human Relations 2008 61: 661-685. [Abstract] [PDF] [References]  

Jonathan Morris, John Hassard, and Leo McCann

The resilience of `institutionalized capitalism': Managing managers under `shareholder capitalism' and `managerial capitalism'
Human Relations 2008 61: 687-710. [Abstract] [PDF] [References]  

Stuart Ogden and Robert Watson

Executive pay and the search for legitimacy: An investigation into how UK Remuneration Committees use corporate performance comparisons in long-term incentive pay decisions
Human Relations 2008 61: 711-739. [Abstract] [PDF] [References]  

Martin Harris

Digital technology and governance in transition: The case of the British Library
Human Relations 2008 61: 741-758. [Abstract] [PDF] [References]  

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