Всего публикаций в данном разделе: 273
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Опубликовано на портале: 23-01-2003
Christopher E. Bogan, Michael J. English
New York: McGraw Hill, 1994
The authors note that benchmarking is the systematic process of searching for best
practices, innovative ideas, and highly effective operating procedures that lead
to superior performance. Best practice benchmarking, considering the experience of
others, is a fundamental approach to managing in today's work world. New and innovative
methods are important because organizations must look outside to find the best practices
in order to motivate their organization to meet the highest standards possible. Included
in the appendix are worksheets that can be copied in order to integrate benchmarking
into the organization.


Опубликовано на портале: 19-04-2007
James F. Bolt, Michael E. McGrath, Mike Dulworth
San Francisco: Jossey-Bass, 2005, 196 с.
Strategic Executive Development--written by three leaders in the field of executive
development, James F. Bolt, Michael McGrath and Michael Dulworth--shows how world-class
companies use executive development to drive business strategy and affect growth.
This important resource presents five strategic uses of executive development that
produce demonstrable business impact. Based on empirical data gathered from their
extensive research and consulting, and a comprehensive survey of executive development
in leading organizations, this book answers the key question: What are the investments
in executive development that have the biggest impact? Using illustrative case studies,
the authors clearly demonstrate how executive development is being successfully implemented
at some of the world's most recognizable and enduring companies, including Texas
Instruments. These cases describe what is working and why, offer insights into the
key process steps, and show how companies have measured and validated the effects
of executive development. Strategic Executive Development offers the framework needed
to create an executive development strategy and program that will help your organization
achieve measurable business results and develop the executive capabilities needed
to win in the marketplace


Опубликовано на портале: 25-12-2002
Andrea Bonaccorsi, Paola Giuri, Francesca Pierotti
2001
The paper studies the relations between technological strategies and market success
of firms, through an empirical analysis of the commercial aero-engine industry since
1948 to 1997 detailed at the level of competition among single firms products. It
uses a multidimensional measure of technical progress through Data Envelopment Analysis
(DEA) for measuring technological performances of single products and firms and data
on sales of each product over time for representing market success. The paper confirms
the existence of heterogeneity of firms technological strategies and draws some main
conclusions with respect to strategies of convergence and divergence from the technological
frontier, first mover advantage and survival of inefficient products.


Опубликовано на портале: 28-05-2008
Robert P. Bood
1999
This paper is about the role of scenarios in strategic management. Generally, a scenario
depicts some feasible future state of organizational's environment and mostly includes
the dynamic sequence of interacting events, conditions and changes that is nessasary
to reach that state. The scenario approach changed considerably during the last two
deacades. This reflected in the different functions ascribed to scenarios. The more
traditional functions (in first generation scenarios) are tool for evaluation and
selection of ctrategies, integration of various kinds of data, and exploration and
identification of future possibilities. The more recent ones (in second generation
scenarios) are making managers aware of environmental uncertainties, stretching of
managers' mental models, and triggering and accelerating processes of organizational
learning. The paper discusses especially the later cluster of functions wich are
closely linked to each other.
By linking the dynamic-development process to Kolb's learning cycle and strategic management, the strategic learning cycle can be enhanced. The strategic learning cycle elucidates a number of bottlenecks that may seriously hinder learning within strategic management. Scenarios seem to dissolve these bottelnecks and in doing so support strategic learning.
By linking the dynamic-development process to Kolb's learning cycle and strategic management, the strategic learning cycle can be enhanced. The strategic learning cycle elucidates a number of bottlenecks that may seriously hinder learning within strategic management. Scenarios seem to dissolve these bottelnecks and in doing so support strategic learning.


Опубликовано на портале: 25-12-2002
Tony Bovaird
2002
This paper looks at ways in which a framework for strategy evaluation can be constructed
which is consistent with the adaptive and interpretive schools of strategic management.
It suggests that some of the key instruments in the rational planning toolkit can
be reinterpreted as methods for managing power and uncertainty in a multi-stakeholder
environment.


Опубликовано на портале: 23-03-2005
Cliff Bowman
Москва: Юнити, 1997, cерия "Банки и биржи", 175 с.
Изменения, происходящие в экономике России, все больше требуют от руководителей умения
видеть перспективы, принимать обоснованные стратегические решения.
Предлагаемая читателю книга Клиффа Боумена поможет восполнить пробел в литературе
по стратегическому управлению. Она содержит интересный теоретический материал, большое
количество практических примеров и конкретную деловую ситуацию с заданиями.
Книга будет полезна всем, кто заинтересован в успешной работе своей компании.


Опубликовано на портале: 11-12-2002
Timothy J. Brailsford, Barry R. Oliver, Sandra L. H. Pua
2000
Agency theory embeds the influential relationship that exist between managers and
shareholders of firms. This relationship has the potential to influence decision-making
in the firm which in turn has potential impacts on firm characteristics such as firm
value. Prior evidence has demonstrated an association between ownership structure
and firm value. This paper extends the literature by proposing a further link between
ownership structure and capital structure. Using an agency framework we argue that
the distribution of equity ownership among corporate managers and external blockholders
has a significant relationship with leverage. The paper tests four hypotheses that
explore various aspects of this relationship. The empirical results provide support
for a positive
relationship between external blockholders and leverage, a curvilinear relationship
between the level of managerial share ownership and leverage and finally, the results
suggest that the relationship between external block ownership and leverage varies
across the level of managerial share ownership. These results parallel and are consistent
with the active monitoring hypothesis, convergence-of-interests and the entrenchment
hypotheses which have been proposed in a different context.


Опубликовано на портале: 11-12-2002
Dee Brereton, Oswald Jones
2002
The topic of entrepreneurship has been the subject of a considerable amount of academic
interest over the last twenty years. Despite a vast amount of published work there
have been very few attempts to study the entrepreneurial process. In other words,
we know little of the what happens as an entrepreneur moves from idea to the objective
reality of a fully functioning business. A more recent phenomenon has been the shift
from a focus on entrepreneurial traits to the study of entrepreneurial networks.
This is recognition that even the most individualistic of entrepreneurs rely heavily
on their social relationships during the creation of a new business. These two factors,
networks and the entrepreneurial process, are brought together in this paper which
utilises a first-hand account of activities associated with business startups. The
paper also examines the way in which MBA education provides useful skills to even
the most experienced entrepreneur.


Опубликовано на портале: 11-12-2002
Frank Brueck, Astrid Kainzbauer
2002
When European managers of differing cultural backgrounds meet, they often have considerable
difficulties when it comes to understanding one another. These cultural dissimilarities
have a decidedly negative influence on their ability to collaborate.. The factor
Culture can be especially disturbing when the acting persons are not aware of their
cultural dissimilarities. Since the differences between Europeans are not as obvious
as between Japanese and German businessmen, for example, people tend to neglect the
influence of Culture in business relations in Europe.
One innovative way of researching cultural differences is the Cultural Standard Method.
It is based on a qualitative research approach and provides a tool for identifying
cultural differences on a more subtle level. The purpose of this paper is to describe
the cultural standards method as a tool for the comparison of European business cultures
and to give examples of recent research results.


Опубликовано на портале: 05-01-2003
Ben Bryant
2003
This paper is an exploration of how sensemaking patterns amongst management groups
influence the actual practices of strategising over extended periods of time. Using
an eight-year longitudinal case study of a single strategic issue, (a strategic marketing
innovation in a division of a global financial services company), the paper aims
to advance the work of Gioia and Chittipeddi (1991) by exploring the micro-processes
of sensegiving and other sensemaking patterns amongst management groups. In the first
order analysis, four different patterns of sensemaking are identified: sensegiving,
fragmented sensemaking, polarised sensegiving and communal sensemaking. In the second
order analysis the paper explores deeper explanations for each of the patterns of
the sensemaking processes by examining contextual variables and triggers for each
sensemaking pattern. Finally, a phased model is presented for discussion which links
the four sensemaking patterns together over time and in so doing, identifies a number
of theoretical issues in the strategising process such as the dynamic patterns of
actions and interactions between senior and middle managers, the integration of micro-politics
and sensegiving patterns, the study of social action in sensemaking beyond strategic
conversations and communications, and the dynamic nature of consensus and diversity.


Dimensions of Change Failure [книги]
Опубликовано на портале: 28-05-2008
Marc Buelens, Geert Devos
2002
The overall picture of change effectiveness is rather gloomy. The change environment
presented in terms of two general dimensions: power distance and uncertainty. The
authors revealed and described the four generic change failures: leadership failure,
negotiation failure, registration failure and action-planning failure. In conclusion
the authors presents three major reasons for change failures: fail to see that their
environment is changing; fail to apply the right strategies in view of the organizational
environment so even the correct assessment of the environment and the selection of
the correct strategy can lead to change failure.


Опубликовано на портале: 05-01-2003
Monica Calcagno
2002
The focus of this paper is on discussing the modularity concept through an in-depth
and critical analysis of the wide literature on the subject. The identification of
three main streams of research, which most of the literature can be inserted in,
will be finally used to propose a conceptual reading of the process of modularisation
in its main stages and dynamics.


Опубликовано на портале: 11-12-2002
Adrian Atilio Caldart, Joan Enric Ricart
2002
During the last years a debate has raged within the field of Strategic Management
between a rational view (IO, Positioning School, Strategic Planning, Cybernetics)
and a Complex Adaptive Systems (CAS) view (Emergent strategies,complexity theory,
chaos theory) of the field. This paper attempts to shed some light around an issue
which must be clarified for the better development of such debate. Being the CAS
view a response to the new realities of environmental turbulence, it was discussed
which are the behavioral sources of such turbulence in order to clarify if such phenomena
is a qualitatively new reality of business environments, or simply a contingent but
circumstantial feature affecting many industries. For this purpose, the authors introduced
and applied a theoretical model that conceives the strategy of the firm, as a dialectic
process in a situation of conflict.


Опубликовано на портале: 01-05-2004
Kim S. Cameron, Robert I. Quinn
Санкт-Петербург: Питер, 2001, cерия "Теория и практика менеджмента", 320 с.
Единственная книга по корпоративной культуре, которая позволяет исследовать культуру с помощью цифр. При использовании представленной рамочной структуры конкурирующих ценностей в процессе преподавания и консультирования предприятий обычным отзывом является такое высказывание: "Ну, наконец-то, мы поняли, как с ней (культурой) управляться, а то все слова, да слова".




Опубликовано на портале: 11-12-2002
Arnaldo Camuffo
2002
The paper discusses the relationship between globalization and, modularization and
outsourcing in the
auto industry. It maintains that modularity is a broad concept, applicable and applied
to product
design, manufacturing and organization and that modularization is a strategy aimed
at reducing the
complexity stemming from globalization of products, markets and production. However,
modularity
has only recently moved its first steps in auto design and manufacturing and is a
vaguely defined
and ambiguously used concept in the auto industry.
The paper suggests that, in the auto industry, economic and institutional factors
related to
globalization represent key drivers of modularization as much as technology. Besides,
as the auto
industry globalize, modularization and outsourcing, though remaining conceptually
distinct, tend to
become, in practice, increasingly inseparable.

