- Inbunden (Hardback)
- Antal sidor
- illustrated ed
- OUP USA
- Useem, Michael
- 239 x 162 x 33 mm
- Antal komponenter
- 890 g
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This is a contributed book on how organizations can and should adapt to global markets in a world economy. Its central argument is that merely changing parts of an organization will not be successful and that systemic changes across whole organizations will be required.
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`Very insightful ... It should be very helpful to anyone who has to deal with the process of organizational change.'
Paul E. Lego, Chair and CEO, Westinghouse Electric Corporation
`A timely contribution. Most major corporations are grappling with the issues discussed in this book. It provides a wealth of good ideas and real experience. I highly recommend it.'
Paul A. Allaire, Chair and CEO, Xerox Corporation
`It is rare to read a book, like this one, in which all the contributions are excellent ... Each is full of food for thought. The authors go to the heart of the most difficult issues and their analyses are crisp and tight ... The book helped me to reflect, to agree, and to disagree. I recommend the book.'
Chris Argyris, Sloan Management Review
`A readable and very relevant account of how organizations can, and should, transform their structures and practices to compete in the world economy.'
Long Range Planning
Introduction 1: Thomas A. Kochan and Michael Useem: Achieving Systemic Organizational Change I. Strategic restructuring 2: Ronald Dore: Japan's Version of Managerial Capitalism 3: Richard M. Locke: The Political Embeddedness of Industrial Change: Corporate Restructuring and Local Politics in Contemporary Italy 4: Michael Useem: Corporate Restructuring and Organizational Behavior 5: Paul M. Healy: The Effect of Changes in Corporate Control on Firm Performance 6: Edgar H. Schein: The Role of the CEO in the Management of Change: The Case of Information Technology 7: John C. Henderson and N. Venkatraman: Strategic Alignment: A Model for Organizational Transformation Through Information Technology 8: Rebecca M. Henderson: Technological Change and the Management of Architectural Knowledge II. Using human resources for strategic advantage 9: Lisa M. Lynch: Using Human Resources in Skill Formation: The Role of Training 10: Deborah Gladstein Ancona and David E. Caldwell: Cross-Functional Teams: Blessing or Curse for New Product Development? 11: Thomas A. Kochan and Robert B. McKersie: Human Resources, Organizational Governance, and Public Policy: Lessons from a Decade of Experimentation 12: Lotte Bailyn: Changing the Conditions of Work: Responding to Increasing Work Force Diversity and New Family Patterns III. Using technology for strategic advantage 13: John Paul MacDuffie and John F. Krafcik: Integrating Technology and Human Resources for High-Performance Manufacturing: Evidence from the International Auto Industry 14: Marcie J. Tyre: Managing the Introduction of New Process Technology: An International Comparison 15: D. Eleanor Westney: Organizational Change and the Internationalization of R&D 16: Michael S. Scott Morton: The Effects of Information Technology on Management and Organizations 17: Robert J. Thomas: Organizational Change and Decision Making About New Technology IV. Redesigning organizational structures and boundaries 18: Michael J. Piore: Work, Labor, and Action: Work Experience in a System of Flexible Production 19: Stephan Schrader: Informal Information Trading Between Firms 20: Edward B. Roberts: Strategic Alternatives for Technology-Based Product and Business Development 21: Peter M. Senge and John D. Sterman: Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future V. Leadership and change: the practitioners' perspective 22: Raymond Stata: A CEO's Perspective 23: Donald Ephlin: A Labor Leader's Perspective Conclusion 24: Michael Useem and Thomas A. Kochan: Creating the Learning Organization Contributors and Participants Index