When Giants Learn To DanceSimon and Schuster, 15 juil. 1990 - 415 pages From Simon & Schuster, When Giants Learn To Dance is the definitive guide to corporate America's changing strategies for success. The definitive guide to today's new management strategies and techniques. Rosabeth Moss Kanter shows how the truly innovative companies are leading the way, and how "giants" are actually joining this "post-entrepreneurial revolution." |
Table des matières
Preface | 9 |
COMPETING IN THE CORPORATE OLYMPICS | 15 |
DOING MORE with Less STRATEGIES | 55 |
Value Added Value | 90 |
Pooling Allying and Linking | 117 |
Streams | 175 |
Mastering Innovation | 201 |
JOBS MONEY PEOPLE CONSEQUENCES OF | 227 |
The New Workforce Meets the Changing | 267 |
and the PostEntrepreneurial Career | 298 |
Security | 320 |
NOTES | 373 |
ACKNOWLEDGMENTS | 391 |
Autres éditions - Tout afficher
When Giants Learn to Dance: Mastering the Challenges of Strategy, Management ... Rosabeth Moss Kanter Affichage d'extraits - 1989 |
When Giants Learn to Dance: Mastering the Challenge of Strategy, Management ... Rosabeth Moss Kanter Affichage d'extraits - 1989 |
When Giants Learn to Dance: Mastering the Challenges of Strategy, Management ... Rosabeth Moss Kanter Aucun aperçu disponible - 1997 |
Expressions et termes fréquents
acquisitions activities alliances American Apple Apple Computer Apple II AT&T benefits bonuses bureaucratic business units career commitment company's compete competition cooperation corpocratic corporate Olympics costs cowboy create customers Digital division dollars earn Eastman Kodak employees encourage Enter-Prize entrepreneurial example executive firms flexibility funds goals Grotech Harvard Business School hierarchy ideas important incentives increase industry innovation internal investment involved John Sculley joint venture Kodak labor LCIF levels mainstream business major manufacturing merger merit pay middle managers million move newstream Ohio Bell opportunities organizational Pacific Bell Pacific Telesis participants partners partnership percent performance position problems professional projects relationships responsibility restructuring rewards Rosabeth Moss Kanter salary share skills staff start-up strategies success suppliers synergies task Teleflex tion traditional corporation union Wall Street Journal workers workplace