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dc.contributorKatz, Ralph.en_US
dc.contributorTushman, Michael.en_US
dc.contributorAllen, Thomas J. 1931-en_US
dc.contributorSloan School of Management.en_US
dc.contributorInternational Center for Research on the Management of Technology.en_US
dc.date.accessioned2003-04-29T05:05:48Z
dc.date.available2003-04-29T05:05:48Z
dc.date.copyright1991en_US
dc.date.issued1991en_US
dc.identifier.other#35-91 #3339en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/2373
dc.descriptionIncludes bibliographical references (p. 34-40).en_US
dc.description.statementofresponsibilityRalph Katz, Michael L. Tushman, Thomas J. Allen.en_US
dc.format.extent40 p.en_US
dc.format.extent2813601 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoengen_US
dc.publisherThe International Center for Research on the Management of Technology, Sloan School of Management, Massachusetts Institute of Technologyen_US
dc.relation.ispartofseriesWorking paper (Sloan School of Management) ; 3339-91. WP (International Center for Research on the Management of Technology) ; #35-91.en_US
dc.subject.lccHD28 .M414 no.3339-, 91en_US
dc.titleImpacts of supervisory promotion and social location on subordinate promotion in an R&D setting : an investigation of dual laddersen_US


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