Navigating change : how CEOs, top teams, and boards steer transformation / edited by Donald C. Hambrick, David A. Nadler and Michael L. Tushman.
Tipo de material:
TextoIdioma: Inglés Series The management of innovation and change seriesDetalles de publicación: Boston : Harvard Business School Press, 1998Descripción: 414 pISBN: - 0-87584-784-6
| Tipo de ítem | Biblioteca actual | Signatura topográfica | Estado | Código de barras | |
|---|---|---|---|---|---|
Libros
|
Universidad del Museo Social Argentino | CG 658.016.7=111 H199 (Navegar estantería(Abre debajo)) | Disponible | cg009767 |
Navegando Universidad del Museo Social Argentino estanterías Cerrar el navegador de estanterías (Oculta el navegador de estanterías)
| CG 658.016.7:004 T175 La era de los negocios electrónicos : cómo generar utilidades en la economía digital / | CG 658.016.7:004=111 D247 Process innovation : reengineering work through information technology / | CG 658.016.7:004=111 T175 Paradigm shift : the new promise of information technology / | CG 658.016.7=111 H199 Navigating change : how CEOs, top teams, and boards steer transformation / | CG 658.016.7=111 M875 Re-engineering your business / | CG 658.016.7=111 ST914 Breakpoints : how managers exploit radical business change / | CG 658.017.3=111 C454 Spare room tycoon : succeeding independency : the 70 lessons of sane self-employment / |
Navigating Change is a colloquium volume which brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Including contributions from such prominent CEOs as Paul Allaire of Xerox, Jamie Houghton of Corning, and Bob Bauman, formerly of SmithKline Beecham, as well as academic experts such as Manfred Kets de Vries, Chris Bartlett and Sumantra Ghoshal, and Kathleen Eisenhardt, the volume captures timely and pragmatic ideas on institutional leadership and governance in the face of profound and continuous change.
Successful corporate transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This lively and collaborative collection--shaped by a conference at Columbia Business School's executive campus at which the contributors debated their ideas--examines all three and their roles in designing and navigating effective corporate change. It will serve as both a guide for future research on top executives and a catalyst for action among senior leaders.
Haga clic en una imagen para verla en el visor de imágenes