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Reflections on planning: The value of uncertainty I have been involved lately in a committee which is thinking about planning for my university, so I have been forced to think about planning myself. Planning is a good or a bad word depending to a considerable degree, I suspect, on whether one is doing the planning or whether one is being planned. My reflections on the subject have taken the form of twelve rather haphazard propositions, none of which I put forward as being necessarily true, but which are perhaps plausible enough to be worth investigating.
Tập 3 Số 2 - Trang 11-12 - 1975
Business intelligence and the new Europe Firms must constantly monitor and assess the emerging European market, the players, and the instruments and forces of change.
- 1991
The Reengineer Michael Hammer, the consultant often credited with coining the term “reengineering,” inspires top management at a number of cutting‐edge U.S. firms to attempt radical process redesign. Here, he updates us on this evolving management practice.
- 1993
A six‐step guide to process reengineering This model integrates proven management tools such as Total Quality Management, benchmarking, customer‐satisfaction measurement, and cross‐functional team building into an innovative process reengineering program.
Tập 21 Số 2 - Trang 20-23 - 1993
1989 World political and economic risk forecast Our Political and Economic Forecast Chart (an annual feature in Planning Review ), highlights the risks and opportunities to international business as we see them from our perspective as editors of Political Risk Services (PRS) publications, and as the organizers of PRS semiannual conferences on political risk.
Tập 17 Số 1 - Trang 28-33 - 1989
Getting the most out of scenarios: Some questions and answers One of the sessions at the 1995 International Conference featured a panel of scenario experts: Bill Ralston, SRI International (SRI), Robert Wilson, Northeast Consulting Resources (NCRI), and Gerald Harris, Global Business Network (GBN). Audrey E. Schriefer, Strategic Management Associates, moderated the session. In the September/October issue of Planning Review , Ms. Schriefer summarized the opening remarks from this session. Here she presents the highlights of the question and answer portion of the discussion.
Tập 23 Số 6 - Trang 37-40 - 1995
Flexible, integrated operations: The new Japanese challenge Many Japanese companies are experiencing declines in profitability because of a labor shortage, rising interest rates, Japan's aging population and the restraints of the social contract of life‐time employment. In response, they are moving to a new phase of competition beyond quality and just‐in‐time manufacturing, developing process reengineering strategies to cope with the recessionary, marketplace and employment changes in the Japanese economy.
Tập 21 Số 5 - Trang 49-50 - 1993
The 1992 strategic management conference: The new agenda for corporate leadership Appearing at The Planning Forum's 1992 International Conference, was a “faculty” that included many of America's most respected strategic thinkers. They urged attendees to take daring steps into strategic management's wild beyond:
Tập 20 Số 4 - Trang 38-46 - 1992
Innovation: The core competence Innovation is the secret to competitive advantage in today's rapidly changing environment, but how does a company ensure an innovative environment? Is innovation all in the process, or does organizational culture play a role?
Tập 23 Số 6 - Trang 32-36 - 1995