Jonathan Morris

Publication List Details

Period

1989 - 2008

Number

19

Co-Authors

Organisational change, outsourcing and the impact of management accounting (2005)

Smith, Julia A., Morris, Jonathan, Ezzamel, Mahmoud

New empirical evidence is presented on organisational change, outsourcing and the impact on management accounting in three types of organisations: private sector companies, the National Health...

Organisational change, outsourcing and the impact of management accounting (2005)

Smith, Julia A., Morris, Jonathan, Ezzamel, Mahmoud

New empirical evidence is presented on organisational change, outsourcing and the impact on management accounting in three types of organisations: private sector companies, the National Health...

Organisational change, outsourcing and the impact of management accounting (2005)

Smith, Julia A., Morris, Jonathan, Ezzamel, Mahmoud

New empirical evidence is presented on organisational change, outsourcing and the impact on management accounting in three types of organisations: private sector companies, the National Health...

Improving construction design : The lean thinking paradigm (1999)

Morris, Jonathan

A study has been conducted into improving construction design through the application of the lean thinking paradigm. Its objective was to identify the issues relating to design efficiency and how a...

Improving construction design : The lean thinking paradigm (1999)

Morris, Jonathan

A study has been conducted into improving construction design through the application of the lean thinking paradigm. Its objective was to identify the issues relating to design efficiency and how a...

Les associations de détaillants en Italie à la fin du XIXe siècle

Jonathan Morris

Abstract This article examines the rise of associations catering for retailers in Italy between the 1880s and the First World War. This rise was primarily a consequence of changes in the urban...

Normalized Intensity: The New Labour Process of Middle Management

Leo McCann, Jonathan Morris, John Hassard

Based on qualitative interviews (n = 64) within five UK organizations that have embarked on large-scale restructuring (including delayering, downsizing, culture change, role redesign, lean...