Centro de Documentacion de Fundación MAPFRE - Changing the role of top management : beyond strategy to purpose

Notes: Sumario: Over the last decade, technological, competitive, and market changes have eroded its effectiveness. The problems of companies as diverse as GM and IBM in the United States, Philips and Daimler-Benz in Europe, and Matsushita and Hitachi in Japan can be traced, at least in part, to top management's cleaving to this philosophy too tinghtly and for too long. The great power -and fatal flaw- of the strategy-structure-systems framework lay in its objective: to create a management system that could minimize the idiosyncrasies of human behaviorRelated records: En: Harvard business review. - Boston. - November-December 1994 ; p. 79-88Materia / lugar / evento: Management estratégico Cambio organizativo Empresas Estructura empresarial Relaciones laborales Otros autores: Ghoshal, Sumantra
Secondary titles: Título: Harvard business review
Other categories: 922.111