Creating Organizational Advantage presents a critical appraisal of
fashions and fads in management theory. It exposes the strategic
weaknesses of change programmes such as Total Quality Management
and Business Process Re-Engineering and explains why so many
companies fail to become 'market-led' or 'customer-focused'.
An examination of global competitive forces and the
internationalization pressures faced by companies provides insight
into key strategic challenges as we approach the 21st
century.
Creating Organizational Advantage analyses: how globalization is
forcing organizations to address their 'strategic sloppiness', why
companies seek 'panacea' solutions to basic business problems, the
strategic dimensions of organizational change programmes, the role
of joint ventures and strategic alliances in compensating for
shortfalls in core competencies.
These key themes are integrated within a framework which proposes
balanced solutions for organizational survival and strategic
prosperity.
Many of the ideas for the book came from the author's research
consultancy and executive development experience with international
organizations, including:
Bass Taverns, British Steel, BT, Burmah Castrol, Cadbury Schweppes,
CAMAS, Coopers & Lybrand, Coral, ECC, GPT, Grace Dearborn,
Hitachi, Kodak, KPMG, Lucas Aerospace, Northern Telecom, Philips,
Raychem, Reed Elsevier, Rolls-Royce plc, Shell Chemicals,
Siemens-Nixdorf.
Winner of the 1995 MCA Management Prize
Presents critical appraisal of fashions and fads in management
theory
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