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Andrew Cavanagh
Andrew Cavanagh
Monash Business School, Department of Management, Monash University
Verified email at monash.edu - Homepage
Title
Cited by
Cited by
Year
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
1292018
The development of subsidiary roles in the motor vehicle manufacturing industry
A Cavanagh, S Freeman
International Business Review 21 (4), 602-617, 2012
572012
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
462017
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
352017
“Dark” student volunteers: Commitment, motivation, and leadership
JC Veres, N Eva, A Cavanagh
Personnel Review 49 (5), 1176-1193, 2019
26*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
82021
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
32023
The role of autonomy in subsidiary initiatives and development
A Cavanagh
Monash University, 2013
32013
Subsequent FDI in the Australian Motor Vehicle Manufacturing Industry
A Cavanagh
Monash University, 2008
2008
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Articles 1–9