Changing the role of top management : beyond strategy to purpose

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<rdf:Description>
<dc:creator>Bartlett, Christopher A.</dc:creator>
<dc:creator>Ghoshal, Sumantra</dc:creator>
<dc:date>1994-11-01</dc:date>
<dc:description xml:lang="es">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 behavior</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/48945.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Management estratégico</dc:subject>
<dc:subject xml:lang="es">Cambio organizativo</dc:subject>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Estructura empresarial</dc:subject>
<dc:subject xml:lang="es">Relaciones laborales</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Changing the role of top management : beyond strategy to purpose</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - November-December 1994 ; p. 79-88</dc:relation>
</rdf:Description>
</rdf:RDF>