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008 | 250408t1998 -us|||||||||||||| ||eng|| | ||
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040 | _cumsa | ||
041 | _aeng | ||
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080 | _a658.016.7=111 | ||
100 |
_aHambrick, Donald C. _eeditor _917328 |
||
100 |
_aNadler, David A. _eeditor _917329 |
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100 |
_aTushman, Michael L. _eeditor _917330 |
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245 | 1 | 0 |
_aNavigating change : _bhow CEOs, top teams, and boards steer transformation / _cedited by Donald C. Hambrick, David A. Nadler and Michael L. Tushman. |
260 |
_aBoston : _bHarvard Business School Press, _c1998 |
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300 | _a414 p. | ||
440 |
_aThe management of innovation and change series _917331 |
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520 | _aNavigating 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. | ||
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_aPERSONAL DIRECTIVO _97708 |
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_aORGANIZACION DE LA EMPRESA _910671 |
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