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Changing the role of top management : beyond strategy to purpose

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040  ‎$a‎MAP‎$b‎spa
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1001 ‎$0‎MAPA20080331115‎$a‎Bartlett, Christopher A.
24510‎$a‎Changing the role of top management‎$b‎: beyond strategy to purpose‎$c‎by Christopher A. Bartlett and Sumantra Ghoshal
520  ‎$a‎Over 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 behavior
65011‎$0‎MAPA20080607067‎$a‎Management estratégico
65011‎$0‎MAPA20080589417‎$a‎Cambio organizativo
65011‎$0‎MAPA20080546991‎$a‎Empresas
65011‎$0‎MAPA20080606114‎$a‎Estructura empresarial
65011‎$0‎MAPA20080598662‎$a‎Relaciones laborales
7001 ‎$0‎MAPA20080192709‎$a‎Ghoshal, Sumantra
7400 ‎$a‎Harvard business review
7730 ‎$w‎MAP20077100345‎$t‎Harvard business review‎$d‎Boston‎$g‎November-December 1994 ; p. 79-88