Revisiting a classic case study
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Từ khóa
Tài liệu tham khảo
Bartlett, C.A. and Ghoshal, S. (1994), “Changing the role of top management: beyond strategy to purpose”,Harvard Business Review, Vol. 72 No. 6, pp. 79‐88.
Eisenhardt, K. and Sull, D. (2001), “Strategy as simple rules”,Havard Business Review, Vol. 79 No. 1, pp. 107‐16.
Ghoshal, S. and Bartlett, C.A. (1995), “Changing the role of top management: beyond structure to process”,Harvard Business Review, Vol. 73 No. 1, pp. 86‐96.
Miller, D. (1981), “Towards a new contingency approach: the search for organizational gestalts”,Academy of Management Review, Vol. 18, pp. 1‐26.
Miller, D. (1986), “Configurations of strategy and structure: towards a synthesis”,Strategic Management Journal, Vol. 7 No. 4, pp. 235‐49.
Miller, D. (1987), “The genesis of configuration”,Academy of Management Review, Vol. 12, pp. 686‐701.
Miller, D. (1993), “The architecture of simplicity”,Academy of Management Review, Vol. 18, pp. 116‐38.
Mintzberg, H. and Lampel, J. (1999), “Reflecting on the strategy process”,Sloan Management Review, Vol. 40 No. 3, pp. 21‐8.
Van de Ven, A. and Drazin, R. (1994), “The concept of fit in contingency theory”,Research in Organizational Behaviour, Vol. 7, pp. 333‐65.
Hambrick, D.C. (1996), “Danny Miller et le point de vue configurationnel – Danny Miller and the configurational perspective”,Gestion, Vol. 21 No. 1, p. 56.
Miller, D. and Friesen, P. (1997), “Strategy making in context: ten empirical archetypes”,Journal of Management Studies, Vol. 14, pp. 259‐80.
Mintzberg, H. (1979), “Structure in 5s: a synthesis of the research on organization design”,Management Science, Vol. 26 No. 3, pp. 321‐2.
Mintzberg, H. (1981), “Organization design: fashion or fit”,Harvard Business Review, Vol. 59 No. 1, pp. 103‐15.
