Emerald
0094-064X
Cơ quản chủ quản: N/A
Phân tích ảnh hưởng
Các bài báo tiêu biểu
The traveling planner south of the border
- 1981
In many U.S. firms, strategic planning has evolved from the buzz‐word phase to
an integral part of the management process. How fares it elsewhere? And how do
foreign executives, for whom English is at best a second tongue, grapple with
our planning concepts and terminology? Here is one man's tentative answers to
these questions for three south‐of‐the border countries.
The Melancholy Prince
- 1984
Not so very long AGO, there lived a happy, joyful, carefree and complacent young
prince. When he arose, the sun would follow, smiling brightly down on all the
kingdom. There was never a cloud in the sky, and the prince's gay laughter
brought with it a glow of warmth and contentment akin to his heavenly companion.
Michael Porter in Disneyland: Information and competitive advantage
Tập 16 Số 5 - Trang 26-47 - 1988
The Academy of Management held its 1988 annual convention at the Disneyland
Hotel in Anaheim, California, August 5–11. The setting was highly appropriate,
since some of the topics presented and discussed clearly bordered on fantasy.
Igniting creativity: A strategic process
Tập 12 Số 3 - Trang 18-23 - 1984
Most top executives involved in strategic planning agree that developing
successful business strategy requires penetrating analysis at the beginning,
creative ideas in the middle, and management commitment at the end. Each of
these steps is vital to a company that's trying to find a sustainable advantage
over its competition. Unfortunately, only the first and third steps are widely
understood.
Planning for electricity to avoid a shock
Tập 4 Số 6 - Trang 6-27 - 1976
Two findings of a recent study help clarify the challenge the electric industry
is facing. First, our economic growth over the next twenty‐five years is likely
to be constrained more by shortages of capital than by shortages of energy and
raw materials. Second, electrical energy consumption will increase at an average
rate of 5 percent to 6 percent per year ‐ even under policies assumed for a
mode...
R.J. Reynolds' growth plan: Where there's smoke there's opportunity
- 1985
Planning was not always a major consideration at R. J. Reynolds. Ten years ago
RJR, like most companies, had very little formal planning. However, since we
first opened our doors as a small tobacco business in 1875, we've grown
dramatically, becoming a somewhat curious assortment of related and unrelated
businesses.
Logitech commentary
Tập 20 Số 6 - Trang 25-46 - 1992
Logitech has a management capability that a great many large companies would
envy—intense linked communications, the ability to make decisions rapidly, lots
of teams, a minimum of controls, maximum employee empowerment, low turnover, and
high knowledge transfer. It has both excellent sources of information and a
network of good people to execute innovation as well. The company even has
centers of ...
How to manage the management tools
- 1993
These days, the first order of business at many firms seems to be learning new
management tools and techniques, not creating profitable customers. The
employees at many companies are getting groggy from Hying to absorb and
implement initiatives ranging from business process reenginering to agile
manufacturing. It's time for results‐minded managers to take control of the
situation, and to actively ...