標(biāo)題: Titlebook: Effective Implementation of Transformation Strategies; How to Navigate the Angelina Zubac,Danielle Tucker,Shelley Kirkpatrick Book 2022 Th [打印本頁(yè)] 作者: 畸齒矯正學(xué) 時(shí)間: 2025-3-21 18:09
書(shū)目名稱Effective Implementation of Transformation Strategies影響因子(影響力)
書(shū)目名稱Effective Implementation of Transformation Strategies影響因子(影響力)學(xué)科排名
書(shū)目名稱Effective Implementation of Transformation Strategies網(wǎng)絡(luò)公開(kāi)度
書(shū)目名稱Effective Implementation of Transformation Strategies網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書(shū)目名稱Effective Implementation of Transformation Strategies被引頻次
書(shū)目名稱Effective Implementation of Transformation Strategies被引頻次學(xué)科排名
書(shū)目名稱Effective Implementation of Transformation Strategies年度引用
書(shū)目名稱Effective Implementation of Transformation Strategies年度引用學(xué)科排名
書(shū)目名稱Effective Implementation of Transformation Strategies讀者反饋
書(shū)目名稱Effective Implementation of Transformation Strategies讀者反饋學(xué)科排名
作者: 他姓手中拿著 時(shí)間: 2025-3-21 23:01
http://image.papertrans.cn/e/image/302770.jpg作者: bisphosphonate 時(shí)間: 2025-3-22 04:17 作者: resistant 時(shí)間: 2025-3-22 06:24
Kreativit?t — Inflation oder Wahrheit? one-dimensional manner. In other words, the work is performed in an emotionless manner, as if procedural instead of developmental in nature, and in isolation from the people who contribute. In order to make sense of this for the practicing manager, I review approximately 60 articles on strategic th作者: Judicious 時(shí)間: 2025-3-22 11:42 作者: 描述 時(shí)間: 2025-3-22 16:09
,Die Wirkm?chtigkeit des Perspektivwechsels,defined complexity-related studies, including cybernetics and systems thinking, were expected to provide instruments for a better understanding of relations between strategic management and organisational change. One of the most challenging problems in relations between strategic management and orga作者: 描述 時(shí)間: 2025-3-22 19:08
https://doi.org/10.1007/978-3-658-25143-7apters in this section explain the role of a financial strategy in markedly different ways. The first chapter in this section emphasises the importance of managing and transforming capital effectively while the second chapter defines how organisations operationalise their strategic priorities using 作者: justify 時(shí)間: 2025-3-23 00:25
Das Ende der unvereinbaren Gegens?tzenancial capital the organisation gains access to should be structured and transformed into human, risk and resource capital. This is because these categories of applied capital reflect the organisation’s unique institutional context and what it is key stakeholders want from the organisation. The pro作者: 似少年 時(shí)間: 2025-3-23 01:31 作者: Soliloquy 時(shí)間: 2025-3-23 08:27
https://doi.org/10.1007/978-3-658-41663-8stomer value creation strategies. More to the point, they demonstrate that customer value cannot be created successfully, including systematically over time unless the organisation’s customer value creation internal and external contexts are understood. Accordingly, the three chapters each in their 作者: Congruous 時(shí)間: 2025-3-23 10:32 作者: indices 時(shí)間: 2025-3-23 17:09
https://doi.org/10.1007/978-3-642-92300-5sult, it would be easy to assume this creates more problems than it solves. This chapter argues that this need not be the case. This is because the different approaches for defining customer value are much more suited to solving some customer value creation-related dilemmas and conundrums than other作者: CHAFE 時(shí)間: 2025-3-23 19:28 作者: fluoroscopy 時(shí)間: 2025-3-24 01:32 作者: Dysarthria 時(shí)間: 2025-3-24 06:12 作者: 改良 時(shí)間: 2025-3-24 10:08
https://doi.org/10.1007/978-3-662-26508-6 consistent approach and language for implementing their strategic objectives. The adoption of increased structure in project selection, coordination and execution would seem to many like increasing bureaucracy at the expense of delivery. A lack of effective structure in project implementation leads作者: 他很靈活 時(shí)間: 2025-3-24 12:00
https://doi.org/10.1007/978-981-19-2336-4Strategy process in business organisations; Strategy implementation in business organisations; Strateg作者: Relinquish 時(shí)間: 2025-3-24 16:03 作者: 腐爛 時(shí)間: 2025-3-24 23:02
Introduction: The Strategy Processtion stage for pedagogical and communication purposes, when strategy is approached in this way, the wrong mindset ends up being adopted across the organisation. The process becomes the focus rather than the strategic outcomes the organisation needs to achieve. As a result, the organisation falls sho作者: 本能 時(shí)間: 2025-3-25 02:29 作者: 他日關(guān)稅重重 時(shí)間: 2025-3-25 06:56
Implementing Strategy and Avenues of Access: A Practice Perspectivethat by basing ourselves on Theodore Schatzki’s Theory of Practice. This allows us to understand strategic management as a continuous implementation process that generates both persistence and change. Consequently, strategy formulation then becomes another implementation activity, instead of it bein作者: 讓你明白 時(shí)間: 2025-3-25 10:50 作者: MURKY 時(shí)間: 2025-3-25 14:18
Introduction: The Financial Strategyapters in this section explain the role of a financial strategy in markedly different ways. The first chapter in this section emphasises the importance of managing and transforming capital effectively while the second chapter defines how organisations operationalise their strategic priorities using 作者: Buttress 時(shí)間: 2025-3-25 16:40 作者: PRISE 時(shí)間: 2025-3-25 22:06
An Evolution: Turning Management Accounting into a Strategic Functionand the decisions they needed to make to achieve their organisation’s goals. Because the decisions made were mostly centred on the different ways the organisation could achieve greater levels of efficiency, management accounting was not considered to be very strategic. However, with the increasing n作者: GRATE 時(shí)間: 2025-3-26 02:50 作者: lymphedema 時(shí)間: 2025-3-26 07:42
Business Models for Sustainabilityted demand for land, energy and water and environmental destruction, which is attributed to escalating population growth and unparalleled, rising rates of economic growth. Society and its organisations now are expending the Earth’s resources much faster than they can be replenished. Consequently, ov作者: 我還要背著他 時(shí)間: 2025-3-26 08:48
The Customer Value Concept: How Best to Define and Create Customer Value?sult, it would be easy to assume this creates more problems than it solves. This chapter argues that this need not be the case. This is because the different approaches for defining customer value are much more suited to solving some customer value creation-related dilemmas and conundrums than other作者: Vasoconstrictor 時(shí)間: 2025-3-26 13:18 作者: arrogant 時(shí)間: 2025-3-26 20:11 作者: intoxicate 時(shí)間: 2025-3-27 00:36
Communicating and Shaping Strategic Change: A CLASS Frameworkny different people with differing and often conflicting priorities. The success of a large-scale organisational change will thus depend on (1) how well the strategy of the organisation is described and explained to all these different people, (2) what the implementation of the strategy involves and作者: 不給啤 時(shí)間: 2025-3-27 02:19 作者: Legend 時(shí)間: 2025-3-27 08:11
A Social Context View of Strategic Cognition: Strategists Are Highly Emotional and Interactive Homo view demonstrates that the focus on rationality and detachment actually promotes negative and damaging ways of thinking, which is experienced by the strategy team as debilitating psychological harm. However, strategists can use emotional contagion in order to spread positive ways of thinking that ar作者: 天賦 時(shí)間: 2025-3-27 13:22
Strategy Implementation and Organisational Change: A Complex Systems Perspectivee? The analysis presented in this chapter aims at giving preliminary answers to the above question. In addition to the traditional arguments favouring applications of complexity-related ideas in management, the argument about time perspective can be added. The status quo of applications of complexit作者: 小故事 時(shí)間: 2025-3-27 14:36 作者: 戰(zhàn)役 時(shí)間: 2025-3-27 18:44
Business Models for Sustainabilityeholders’ economic, environmental and social expectations. To achieve this, organisations should expand their perceived stakeholders from customers and shareholders to include all other stakeholders who may be directly or indirectly affected by the organisation’s activities, such as the broader soci作者: preservative 時(shí)間: 2025-3-28 00:54 作者: PURG 時(shí)間: 2025-3-28 05:24 作者: commensurate 時(shí)間: 2025-3-28 08:29 作者: Synchronism 時(shí)間: 2025-3-28 11:30
,Die Wirkm?chtigkeit des Perspektivwechsels,e? The analysis presented in this chapter aims at giving preliminary answers to the above question. In addition to the traditional arguments favouring applications of complexity-related ideas in management, the argument about time perspective can be added. The status quo of applications of complexit作者: 難取悅 時(shí)間: 2025-3-28 17:54
Das Ende der unvereinbaren Gegens?tzepter draws on the relevant extant institutional, firm theoretic, corporate finance, corporate governance, organisational design and strategic management literatures, as well as an instructive framework to explicate these arguments. The chapter concludes with a discussion of the implications of its f作者: 高度 時(shí)間: 2025-3-28 22:32
https://doi.org/10.1007/978-3-662-54845-5eholders’ economic, environmental and social expectations. To achieve this, organisations should expand their perceived stakeholders from customers and shareholders to include all other stakeholders who may be directly or indirectly affected by the organisation’s activities, such as the broader soci作者: 無(wú)政府主義者 時(shí)間: 2025-3-28 22:56
https://doi.org/10.1007/978-3-642-92300-5ematically learning about customers, and developing and implementing the organisation’s customer value strategy, including when partnering with many external parties. To demonstrate this point, two frameworks are developed in this chapter using Woodruff’s (1997) very versatile multidimensional defin作者: HIKE 時(shí)間: 2025-3-29 04:20 作者: subordinate 時(shí)間: 2025-3-29 10:43 作者: 秘密會(huì)議 時(shí)間: 2025-3-29 15:02 作者: Trochlea 時(shí)間: 2025-3-29 19:13 作者: Cultivate 時(shí)間: 2025-3-29 19:44
egies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable th978-981-19-2338-8978-981-19-2336-4作者: 慟哭 時(shí)間: 2025-3-30 03:01
Book 2022on’s financial, customer value creation, resource, and? non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable th作者: myocardium 時(shí)間: 2025-3-30 05:21 作者: 愛(ài)好 時(shí)間: 2025-3-30 11:26 作者: 多余 時(shí)間: 2025-3-30 13:48
https://doi.org/10.1007/978-3-642-94373-7 protect value by establishing suitable appropriation mechanisms have the highest influence on organisational performance. The paper concludes by discussing the implications of these findings for research and managerial practice.作者: MINT 時(shí)間: 2025-3-30 18:35
https://doi.org/10.1007/978-3-662-26508-6clarity and transparency in project selection, stakeholder engagement, resource allocation, project delivery and benefits realisation. As organisations mature in their adoption of a structured project management framework (PMF), this enables greater levels of success in the achievement of strategic goals.作者: cocoon 時(shí)間: 2025-3-30 21:00 作者: 友好 時(shí)間: 2025-3-31 03:59 作者: CURT 時(shí)間: 2025-3-31 08:20
A Structured Approach to Project Management as a Strategic Enabling Priorityclarity and transparency in project selection, stakeholder engagement, resource allocation, project delivery and benefits realisation. As organisations mature in their adoption of a structured project management framework (PMF), this enables greater levels of success in the achievement of strategic goals.作者: 灌輸 時(shí)間: 2025-3-31 09:31
Implementing Strategy and Avenues of Access: A Practice Perspectiveg seen as something separate preceding strategy implementation. Strategic management then refers to all activities that direct and channel the process that is continuously going on anyway into a desired pattern.作者: 統(tǒng)治人類 時(shí)間: 2025-3-31 16:48
Introduction: The Financial Strategystrategic management accounting principles and analysis techniques. Both chapters clarify how the contemporary organisation can achieve high levels of strategic alignment by implementing an effective financial strategy.
