Strategy and Leadership

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Quick takes
Strategy and Leadership - - 2006
CatherineGorrell
A tiny start‐up offers invaluable innovation lessons for large manufacturers
Strategy and Leadership - Tập 37 Số 5 - Trang 40-41 - 2009
MartinHoegl, MatthiasWeiss, MichaelGibbert, LiisaVälikangas
PurposeThis case aims to look at a small start‐up car maker called Loremo, Inc. in Marl, Germany, that hopes to thrive by challenging resource constraints with bold innovation.Design/methodology/approach...... hiện toàn bộ
Công nghệ Rubicon: Một khởi nghiệp công nghệ cao thực hiện thành công việc tập trung chiến lược Dịch bởi AI
Strategy and Leadership - - 2002
JohnSterling
Công ty Công nghệ Rubicon, một công ty khoa học vật liệu tập trung chủ yếu vào việc sản xuất và tiếp thị các tinh thể đơn chất lượng cao, sở hữu công nghệ độc đáo và có lợi thế cạnh tranh. Tuy nhiên, có được lợi thế công nghệ thì không đủ. Cần có sự tập trung concerted để chuyển đổi lợi thế kỹ thuật thành hiệu suất sản phẩm mang lại sự khác biệt đáng kể trong hoạt động của khách hàng. Với ...... hiện toàn bộ
Editor's page
Strategy and Leadership - - 2000
MarilynNorris
Reinventing the CFO
Strategy and Leadership - - 1998
ThomasWalther, Henry J.Johansson
Once upon a time the world of business was a lot simpler—all phones and Fords were black, all checks were green, all bathtubs were white. Demand far exceeded supply, and America owned the lion's share of the productive capacity in the world.
Reinventing value: The new business ecosystem
Strategy and Leadership - Tập 26 Số 5 - Trang 28-33 - 1998
GajenKandiah, SanjivGossain
Over the last century, our economy—whether based on agriculture or industry—has been predicated on supply. That is, consumers could choose from only the quantities that manufacturers or growers had produced. As we transition to an information economy, we are experiencing a shift that puts the emphasis on demand. This shift is changing every dynamic in the marketplace.
Why good management ideas fail:
Strategy and Leadership - Tập 28 Số 1 - Trang 24-29 - 2000
William E.Schneider
Why do some management ideas take root and remain viable and others wither and die? This article offers four fundamental reasons: all organizations are basically living, social organisms; culture is more powerful than anything else in the organization; system‐focused interventions work, component‐centered interventions usually do not; interventions clearly tied to business strategy work, i...... hiện toàn bộ
Knowledge transfer: Discover your value proposition
Strategy and Leadership - Tập 27 Số 2 - Trang 10-15 - 1999
CarlaO'Dell, C.Jackson Grayson
Does managing and transferring knowledge really work? Absolutely. Dramatic results for a growing number of companies—large and small, private and public—have encouraged other organizations to follow suit.
B2B: back to basics – driving shareholder value
Strategy and Leadership - - 2001
RandyHarris, JohnGoodman
In the face of an uncertain, even down‐turning, economy, many executives are finding the pressures of improving shareholder value have replaced the intense pressures of the dot‐com era. The prosperity of the 1990s raised the bar in terms of shareholder expectations. Acronym‐laden, technology‐based strategies established new concepts of silos. Customers have become obsessed with self‐determ...... hiện toàn bộ
Effective storytelling: strategic business narrative techniques
Strategy and Leadership - Tập 34 Số 1 - Trang 42-48 - 2006
StephenDenning
PurposeAs more and more firms grasp that narrative is central to addressing many of today's key leadership challenges – for example, articulating the risks and opportunities identified by strategic management tools like strategic plans, scenario analysis, and dilemma resolution – the question becomes: how is a ...... hiện toàn bộ
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