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by Professor Alessandro Sinatra xi There are two categories which divide academic writing. The first category is made up of those which gather and systemize a developed thought, while the second is made up of those which detail a learning process which is presently occurring. This book belongs to the second category. It is intended to offer evidence of a still continuing research process which began three years ago. This reseach, undertaken simultaneously in Europe, the United States and Japan, has provided interesting evidence as to the conditions which must be present within a company in order to ensure continuous change. The object of our research has been to galvanize academics and managers into a debate which is especially relevant today: that of the ability of a company to anticipate or respond to changes which are occurring in its environment. Today more than ever, the ability to change culture and organizational structure are conditions which ensure a company's success, or more often, permit its survival. This book offers ten case studies about ten different large international firms, and about how they approached the problem of strategic change. In addition, there are ten articles which analyze the empirical evidence presented in the cases, and which try to provide and develop a general framework which can be used in a variety of situations. The cases represent an empirical base of reference. For the manager, they can serve as a source of benchmarking with the present situation of herlhis company.
Preface. Strategic Transition Processes: Introduction; A. Sinatra. Vision and Strategic Development; P. de Woot. The Evolution of Strategic Vision and Capability in Lafarge Coppée; P. de Woot, B.C. Winterscheid. On the Essence, Emergence and Effects of Vision: Some Cautions; J. Ruegg-Sturm, P. Gomez. Ciba - Strategic Tracks from a Successful Past Towards a Promising Future; P. Gomez, et al. Fundamental Change in Highly Complex Organisations; G. Müller-Stewens, et al. Daimler Benz AG; G. Müller-Stewens, A. Gocke. Corporate Transformation in Large Industrial Enterprises: Common Emerging Themes; P. Emmanuelides. Transformation at Alcatel Alsthom; P. Emmanuelides, P. de Woot. Restructuring of the Knowledge Creating System at Nissan Motor Co.; I. Nonaka. Externalization of Organizations; N. Yoshimura, T. Kagono. Matsushita Electric Industrial; T. Kagono. Organisational Logic to Mobilise Knowledge and Competences; A. Pontiggia. Alcantara; A. Pontiggia, A. Sinatra. Learning for Growth: The United Colours of Benetton; A. Sinatra. Business Definition and Competence Development Process in Benetton; P. Dubini. United Colors of Benetton; P. Dubini. The Transfer of Tacit Knowledge Within Firm Boundaries, An Exploratory Study; F. de Leo. Robust Companies: Organizational Explanations for Sustained Success; A. Bhambri, et al. ABB Asea Brown Boveri LTD: A Case Study; A. Gupta, R. Leppanen. Appendix 1: The `New Winners?' Research Project.
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