Creating strategic fit: Aligning servant leadership with organizational structure and strategy N Eva, S Sendjaya, D Prajogo, A Cavanagh, M Robin Personnel Review 47 (1), 166-186, 2018 | 137 | 2018 |
The development of subsidiary roles in the motor vehicle manufacturing industry A Cavanagh, S Freeman International Business Review 21 (4), 602-617, 2012 | 59 | 2012 |
How do subsidiaries assume autonomy? A refined application of agency theory within the subsidiary‐headquarters context A Cavanagh, S Freeman, P Kalfadellis, ST Cavusgil Global Strategy Journal 7 (2), 172-192, 2017 | 46 | 2017 |
Assigned versus assumed: Towards a contemporary, detailed understanding of subsidiary autonomy A Cavanagh, S Freeman, P Kalfadellis, K Herbert International Business Review 26 (6), 1168-1183, 2017 | 39 | 2017 |
“Dark” student volunteers: Commitment, motivation, and leadership JC Veres, N Eva, A Cavanagh Personnel Review 49 (5), 1176-1193, 2019 | 28* | 2019 |
Developing successful assumed autonomy‐based initiatives: An attention‐based view A Cavanagh, P Kalfadellis, S Freeman Global Strategy Journal 13 (1), 176-216, 2021 | 9 | 2021 |
Developing and harnessing historical sensibility to overcome the influence of dominant logics: A pedagogical model A Cavanagh, G Croy, J Wolfram Cox, A de Jong Academy of Management Learning & Education, 2023 | 4 | 2023 |
The role of autonomy in subsidiary initiatives and development A Cavanagh Monash University, 2013 | 3 | 2013 |
Subsequent FDI in the Australian Motor Vehicle Manufacturing Industry A Cavanagh Monash University, 2008 | | 2008 |