Foreword Since the first studies by Bower and Burgelman in the early 1980's on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of div… Más…
Foreword Since the first studies by Bower and Burgelman in the early 1980's on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of diversified organizations now is omnipresent. Strategic initiatives are seen as efficient answers of management teams for pressing challenges. By making use of strategic initiatives, managers can proceed flexibly and with entrepreneurial vigor from broad ideas toward specific commitments. Managing initiatives is perceived as a complex challenge by most managers. Empirical studies show that about 70% of all strategic initiatives fail to reach their goals. This statistic shows us, that successful management and implementation of strategic initiatives requires a multitude of diverse managerial skills. To date, the complexity of strategic initiatives is most often not fully taken into account in strategic management research. Almost all studies investigating strategic initiatives have concentrated either on the external or internal organizational context or have solely identified contextual factors that undermine the successful implementation of strategic initiatives. This underscores the fact that most prior research on the relationship between the organizational context and strategic initiatives is too narrow and suggests the need for a more holistic approach. Buch, Gabler / Gabler Verlag<
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Foreword Since the first studies by Bower and Burgelman in the early 1980’s on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of div… Más…
Foreword Since the first studies by Bower and Burgelman in the early 1980’s on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of diversified organizations now is omnipresent. Strategic initiatives are seen as efficient answers of management teams for pressing challenges. By making use of strategic initiatives, managers can proceed flexibly and with entrepreneurial vigor from broad ideas toward specific commitments. Managing initiatives is perceived as a complex challenge by most managers. Empirical studies show that about 70% of all strategic initiatives fail to reach their goals. This statistic shows us, that successful management and implementation of strategic initiatives requires a multitude of diverse managerial skills. To date, the complexity of strategic initiatives is most often not fully taken into account in strategic management research. Almost all studies investigating strategic initiatives have concentrated either on the external or internal organizational context or have solely identified contextual factors that undermine the successful implementation of strategic initiatives. This underscores the fact that most prior research on the relationship between the organizational context and strategic initiatives is too narrow and suggests the need for a more holistic approach., Gabler Verlag<
Springer.com
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*Determinants of the Performance of Strategic Initiatives* - Auflage 2009 / Taschenbuch für 53.49 € / Aus dem Bereich: Bücher, Wissenschaft, Wirtschaftswissenschaft Medien > Bücher nein B… Más…
*Determinants of the Performance of Strategic Initiatives* - Auflage 2009 / Taschenbuch für 53.49 € / Aus dem Bereich: Bücher, Wissenschaft, Wirtschaftswissenschaft Medien > Bücher nein Buch (kartoniert) Hardcover;Sozialwissenschaften, Recht, Wirtschaft;Betriebswirtschaft, Gabler Verlag<
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(*) Libro agotado significa que este título no está disponible por el momento en alguna de las plataformas asociadas que buscamos.
Foreword Since the first studies by Bower and Burgelman in the early 1980's on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of div… Más…
Foreword Since the first studies by Bower and Burgelman in the early 1980's on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of diversified organizations now is omnipresent. Strategic initiatives are seen as efficient answers of management teams for pressing challenges. By making use of strategic initiatives, managers can proceed flexibly and with entrepreneurial vigor from broad ideas toward specific commitments. Managing initiatives is perceived as a complex challenge by most managers. Empirical studies show that about 70% of all strategic initiatives fail to reach their goals. This statistic shows us, that successful management and implementation of strategic initiatives requires a multitude of diverse managerial skills. To date, the complexity of strategic initiatives is most often not fully taken into account in strategic management research. Almost all studies investigating strategic initiatives have concentrated either on the external or internal organizational context or have solely identified contextual factors that undermine the successful implementation of strategic initiatives. This underscores the fact that most prior research on the relationship between the organizational context and strategic initiatives is too narrow and suggests the need for a more holistic approach. Buch, Gabler / Gabler Verlag<
Nr. 26434774. Gastos de envío:, Versandfertig in 2-4 Wochen, DE. (EUR 0.00)
Foreword Since the first studies by Bower and Burgelman in the early 1980’s on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of div… Más…
Foreword Since the first studies by Bower and Burgelman in the early 1980’s on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of diversified organizations now is omnipresent. Strategic initiatives are seen as efficient answers of management teams for pressing challenges. By making use of strategic initiatives, managers can proceed flexibly and with entrepreneurial vigor from broad ideas toward specific commitments. Managing initiatives is perceived as a complex challenge by most managers. Empirical studies show that about 70% of all strategic initiatives fail to reach their goals. This statistic shows us, that successful management and implementation of strategic initiatives requires a multitude of diverse managerial skills. To date, the complexity of strategic initiatives is most often not fully taken into account in strategic management research. Almost all studies investigating strategic initiatives have concentrated either on the external or internal organizational context or have solely identified contextual factors that undermine the successful implementation of strategic initiatives. This underscores the fact that most prior research on the relationship between the organizational context and strategic initiatives is too narrow and suggests the need for a more holistic approach., Gabler Verlag<
Nr. 978-3-8349-1840-6. Gastos de envío:Worldwide free shipping, , DE. (EUR 0.00)
*Determinants of the Performance of Strategic Initiatives* - Auflage 2009 / Taschenbuch für 53.49 € / Aus dem Bereich: Bücher, Wissenschaft, Wirtschaftswissenschaft Medien > Bücher nein B… Más…
*Determinants of the Performance of Strategic Initiatives* - Auflage 2009 / Taschenbuch für 53.49 € / Aus dem Bereich: Bücher, Wissenschaft, Wirtschaftswissenschaft Medien > Bücher nein Buch (kartoniert) Hardcover;Sozialwissenschaften, Recht, Wirtschaft;Betriebswirtschaft, Gabler Verlag<
Gastos de envío:Shipping in 3 days, , Versandkostenfrei nach Hause oder Express-Lieferung in Ihre Buchhandlung., DE. (EUR 0.00)
1Dado que algunas plataformas no nos comunican las condiciones de envío y éstas pueden depender del país de entrega, del precio de compra, del peso y tamaño del artículo, de una posible membresía a la plataforma, de una entrega directa por parte de la plataforma o a través de un tercero (Marketplace), etc., es posible que los gastos de envío indicados por eurolibro/terralibro no concuerden con los de la plataforma ofertante.
Management teams see strategic initiatives as efficient answer to pressing challenges. Managing initiatives, however, is perceived as highly complex by most managers. To lower the high degree of causal ambiguity in the relationship between contextually induced strategy-making and the performance of strategic initiatives Wolfgang Kaltenbrunn develops a dynamic model and derives three hypotheses. The statistical analyses confirm both the validity of the theoretical model and the significance of all hypotheses. Finally, the author infers concrete recommendations for managerial practice from this PhD thesis´s statistical results.
Detalles del libro - Determinants of the Performance of Strategic Initiatives
EAN (ISBN-13): 9783834918406 ISBN (ISBN-10): 3834918407 Tapa dura Tapa blanda Año de publicación: 2009 Editorial: Gabler Verlag 83 Páginas Peso: 0,163 kg Idioma: ger/Deutsch
Libro en la base de datos desde 2009-05-18T01:13:42-05:00 (Mexico City) Página de detalles modificada por última vez el 2024-03-11T20:44:56-06:00 (Mexico City) ISBN/EAN: 3834918407
ISBN - escritura alterna: 3-8349-1840-7, 978-3-8349-1840-6 Mode alterno de escritura y términos de búsqueda relacionados: Autor del libro: kaltenbrunner, gabler wolfgang Título del libro: kaltenbrunn, gallen, into the performance, initiative
Datos del la editorial
Autor: Wolfgang Kaltenbrunn Título: Determinants of the Performance of Strategic Initiatives Editorial: Gabler Verlag; Betriebswirtschaftlicher Verlag Gabler 83 Páginas Año de publicación: 2009-09-15 Wiesbaden; DE Idioma: Inglés 53,49 € (DE) 54,99 € (AT) 59,00 CHF (CH) Available XVI, 83 p. 6 illus.
BC; Hardcover, Softcover / Wirtschaft/Management; Management: Innovation; Verstehen; Management; Performance; Strategisches Management; organizational context; strategegy process; strategic initiatives; strategy; strategy-making; Innovation and Technology Management; Management; Management und Managementtechniken; EA
Management teams see strategic initiatives as efficient answer to pressing challenges. Managing initiatives, however, is perceived as highly complex by most managers. To lower the high degree of causal ambiguity in the relationship between contextually induced strategy-making and the performance of strategic initiatives Wolfgang Kaltenbrunn develops a dynamic model and derives three hypotheses. The statistical analyses confirm both the validity of the theoretical model and the significance of all hypotheses. Finally, the author infers concrete recommendations for managerial practice from this PhD thesis´s statistical results.
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