Strategy’s Negotiability, Reasonability, and Comprehensibility A Case Study of How Central Strategists Legitimize and Realize Strategies Without Formal Authority

2011-01-01

Non-Profit and Voluntary Sector Quarterly , Volume 40 - Issue 6 p. 1020- 1047

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Persistent URL	dx.doi.org/10.1177/0899764010378703
Series	INCAE Top Articles
Journal	Non-Profit and Voluntary Sector Quarterly
Citation APA Style AAA Style APA Style Cell Style Chicago Style Harvard Style IEEE Style MLA Style Nature Style Vancouver Style American-Institute-of-Physics Style Council-of-Science-Editors Style BibTex Format Endnote Format RIS Format CSL Format DOIs only Format	Jäger, U, & Kreutzer, K. (2011). Strategy’s Negotiability, Reasonability, and Comprehensibility A Case Study of How Central Strategists Legitimize and Realize Strategies Without Formal Authority. Non-Profit and Voluntary Sector Quarterly, 40(6), 1020–1047. doi:10.1177/0899764010378703

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