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Titlebook: Effective Implementation of Transformation Strategies; How to Navigate the Angelina Zubac,Danielle Tucker,Shelley Kirkpatrick Book 2022 Th

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發(fā)表于 2025-3-21 18:09:54 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱Effective Implementation of Transformation Strategies
副標(biāo)題How to Navigate the
編輯Angelina Zubac,Danielle Tucker,Shelley Kirkpatrick
視頻videohttp://file.papertrans.cn/303/302770/302770.mp4
概述Sheds light on the specialised processes and cognitions used by managers to implement strategies.Introduces ideas that could be used to develop new management theories and practices.Provides a basis f
圖書(shū)封面Titlebook: Effective Implementation of Transformation Strategies; How to Navigate the  Angelina Zubac,Danielle Tucker,Shelley Kirkpatrick Book 2022 Th
描述This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface..It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms.?.This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation’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
出版日期Book 2022
關(guān)鍵詞Strategy process in business organisations; Strategy implementation in business organisations; Strateg
版次1
doihttps://doi.org/10.1007/978-981-19-2336-4
isbn_softcover978-981-19-2338-8
isbn_ebook978-981-19-2336-4
copyrightThe Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapor
The information of publication is updating

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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
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,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
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發(fā)表于 2025-3-22 19:08:24 | 只看該作者
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
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發(fā)表于 2025-3-23 00:25:56 | 只看該作者
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
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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
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