Всего публикаций в данном разделе: 62
Книги
Авторы: |
Названия: |
Опубликовано на портале: 25-10-2004
Анатолий А. Кудинов
Санкт-Петербург, 1997
В докладе расматривается тема, достаточно актуальная в последние годы - реформирование
предприятий реального сектора экономики различных регионов России и ближнего зарубежья.
Автор, сам принимавший участие в данных проектах, прежде всего, выделяет несколько основных причин, предопределивших кризисное или близкое к нему, состояние значительной части бывших государственных промышленных предприятий. Это причины:
1. неумение и нежелание руководителей предприятий производить и продавать то, чего ожидает платежеспособный потребитель, проще говоря, ориентироваться и выживать в конкурентной, рыночной среде
2. неспособность планировать, соизмерять свои доходы и расходы, в конечном итоге уметь финансово анализировать ситуацию на рынке
Автор убедительно показывает, что руководители предприятий еще очень далеки от понимания того, что грамотное управление стоит немалых денег, а безграмотное – еще больших.
Доказывает что – отсутствие управленческого инструментария и технологий для управления маркетингом, экономикой и финансами крайне отрицательно сказывается на всем, начиная от перспектив самого предприятия до откровенной дезориентации руководителей дилентантизмом многих, так называемых «консультантов по управлению».
Основной вывод доклада - нужны простые, рациональные и понятные большинству российских руководителей технологии управления.
Прежде всего управления маркетингом и продажами, экономикой и финансами.
Только после освоения этих необходимых технологий управления и наведения элементарного порядка можно задумываться над всевозможными реинжинирингами и другими модными теориями.
Автор, сам принимавший участие в данных проектах, прежде всего, выделяет несколько основных причин, предопределивших кризисное или близкое к нему, состояние значительной части бывших государственных промышленных предприятий. Это причины:
1. неумение и нежелание руководителей предприятий производить и продавать то, чего ожидает платежеспособный потребитель, проще говоря, ориентироваться и выживать в конкурентной, рыночной среде
2. неспособность планировать, соизмерять свои доходы и расходы, в конечном итоге уметь финансово анализировать ситуацию на рынке
Автор убедительно показывает, что руководители предприятий еще очень далеки от понимания того, что грамотное управление стоит немалых денег, а безграмотное – еще больших.
Доказывает что – отсутствие управленческого инструментария и технологий для управления маркетингом, экономикой и финансами крайне отрицательно сказывается на всем, начиная от перспектив самого предприятия до откровенной дезориентации руководителей дилентантизмом многих, так называемых «консультантов по управлению».
Основной вывод доклада - нужны простые, рациональные и понятные большинству российских руководителей технологии управления.
Прежде всего управления маркетингом и продажами, экономикой и финансами.
Только после освоения этих необходимых технологий управления и наведения элементарного порядка можно задумываться над всевозможными реинжинирингами и другими модными теориями.


Опубликовано на портале: 05-01-2003
Rafael Andreu, Sandra Sieber
2003
In todays competitive landscape organizational learning and knowledge management
initiatives are
emerging of powerful sources of competitive advantage. In this paper, the researches
report on the design and expected result of a survey on knowledge management, which
has been designed putting special emphasis on the interplay between the technical
and non-technical aspects of learning and knowledge management initiatives. Questionnaires
have been sent to 1100 firms from 11 industries in Spain, in order to be able to
conduct both intra- and inter-industry analysis. In addition, in order to enrich
the results, in-depth interviews was going to be held with selected companies. This
allowed the authors to report on (1) what knowledge management initiatives was planned
and carried out, (2) the role of technology in these initiatives, (3) the role of
non-technical aspects like career planning and human resource policies, (4) the perceived
effectiveness of the initiatives, and (5) the main underlying causal dynamics at
work.


Опубликовано на портале: 25-12-2002
Julia Balogun, Anne Sigismund Huff, Phyl Johnson
2002
Empirical studies of strategising face contradictory pressures. Ethnographic approaches
are attractive, and typically expected. We argue, however, that todays large, multinational,
and highly diversified organisational settings require supplementary methods providing
more breadth and flexibility. This paper discusses three particularly promising approaches
(interactive discussion groups, self-reports, and practitioner-led research) that
fit the increasingly disparate research paradigms now being used to understand strategising
and other management issues. Each of these approaches is based on the idea that strategising
research cannot advance significantly without reconceptualising frequently taken-for-granted
assumptions. The paper focuses in particular on the importance of working with organisational
members as research partners rather than passive informants.


Опубликовано на портале: 25-12-2002
Maria Bengtsson, Anders Soderholm
2002
The paper starts with a discussion on time, and on how different time reckoning systems
have been introduced and used to coordinate activities. The discussion leads to the
conclusion that time has become institutionalized and conceived of as a taken-for-granted
commodity. At the same time, however, time is socially constructed. We argue that
different constructions of time can be escribed using four dimensions (rate, duration,
synchronization, and sequence), and that that the construction of time, as far as
the four dimensions are concerned, is of importance for the organizing and coordination
of activities. Four different coordinating principles (time schedules,
levelers, checkpoints, and brackets) are derived from a discussion on the four dimensions.
Thereafter five empirical examples on coordination of time are presented. The empirical
examples are used to further analyze the coordinating principles and suggest a comprehensive
understanding of the when-question.


Опубликовано на портале: 11-12-2002
Lucio Biggiero, Domenico Laise
2002
Organizational decisions are characterized by a multiplicity of choice criteria.
This property, which in reality affects virtually all human behaviors, prevents use
of the standard (neoclassical) theory of decisions based on the maximization of a
single criterion. Rather, the outranking methods developed by the French school of
operational research make it possible to deal with multicriterial choices and avoid
the defects of the naive method. This paper develops a paradigmatic example in order
to show the essential effects of the outranking methods and their compatibility with
the theory of limited rationality and satisfactory choices.


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: 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: 28-05-2008
Wendy Carlin, Reka Horvath
2000
How important is competition in the product market to the economic performance of
the firm? How important is the corporate governance structure of the firm to its
performance? How does external competition interact with corporate governance to
influence firm performance? These questions are posed in a dramatic way in transition
economies because product market competition and profit-seeking organizations with
new ownership structures were both introduced within a short time period. This paper
does not answer these questions. Its aim is to bring together the several often separate
literatures that discuss the issues. In the first part, the competition-performance
link in theory and empirical work is examined. In the second part, the ownership
and governance structures in the firm and in particular, those that affect the key
performance-related decision-making processes are investigated. In the third part,
the sparse attention given in the literature to the possible interaction between
external market pressures and corporate governance structures is considered. In each
section, reference is made first to the theory and evidence from outside transition
and second to transition-specific models and evidence.

