Strategy and Capability
Sustaining Organizational Change
Management, Organizations and Business
1. Auflage März 2003
218 Seiten, Softcover
Wiley & Sons Ltd
ISBN:
978-0-631-22846-2
John Wiley & Sons
This book helps managers and students of management to makes sense
of the competing advice on how to change organisations in order to
improve their effectiveness.
* * Helps managers to understand how their organisations'
performance could be improved.
* Presents an overview of the advice on organisational
improvement facing managers.
* Classifies and evaluates various different approaches.
* Highlights the relationships between strategy and
capability.
Acknowledgements.
List of Figures and Tables.
About the Authors.
Introduction.
1. How Organizations are Changing and Why.
2. The Model: Five Ways to Improve Organizational
Performance.
3. ´Fit´: Fitting Organizational Structures to
Business Strategy.
4. The Resource-Based View of Strategy.
5. Formulating Strategy.
6. Developing Strategy.
7. The Adaptive Organization.
8. Summary and Conclusion.
References.
Index.
List of Figures and Tables.
About the Authors.
Introduction.
1. How Organizations are Changing and Why.
2. The Model: Five Ways to Improve Organizational
Performance.
3. ´Fit´: Fitting Organizational Structures to
Business Strategy.
4. The Resource-Based View of Strategy.
5. Formulating Strategy.
6. Developing Strategy.
7. The Adaptive Organization.
8. Summary and Conclusion.
References.
Index.
Graeme Salaman is Professor of Organisation Studies,
Director of the Business Studies programme, and Director of
Programmes and Curriculum at the Open University Business School.
He has written over 50 books and articles, including Human
Resource Management: A Strategic Introduction (with John Storey
and Chris Mabey, Blackwell Publishing, 1998) and Strategic Human
Resource Management (1998). He has also worked as a consultant
in eight countries for clients such as Sun Microsystems, Willis,
BAT, Government of Ethiopia, Fujitsu, Allianz, Ernst and Young,
Rolls ROyce, Morgan Stnaley.
David Asch is Pro Vice-Chancellor Strategic Management
Planning and Resources at De Montfort University in Leicester. He
has writtenover 50 articles and books, including New Economy,
New Competition (2001), Managing Strategy (1996) and
Financial Planning(1996). He has worked with the senior
teams of a range of firms including Cornhill, Ernst and Young
Fujitsu/ICL, and Sun Microsystems.
Director of the Business Studies programme, and Director of
Programmes and Curriculum at the Open University Business School.
He has written over 50 books and articles, including Human
Resource Management: A Strategic Introduction (with John Storey
and Chris Mabey, Blackwell Publishing, 1998) and Strategic Human
Resource Management (1998). He has also worked as a consultant
in eight countries for clients such as Sun Microsystems, Willis,
BAT, Government of Ethiopia, Fujitsu, Allianz, Ernst and Young,
Rolls ROyce, Morgan Stnaley.
David Asch is Pro Vice-Chancellor Strategic Management
Planning and Resources at De Montfort University in Leicester. He
has writtenover 50 articles and books, including New Economy,
New Competition (2001), Managing Strategy (1996) and
Financial Planning(1996). He has worked with the senior
teams of a range of firms including Cornhill, Ernst and Young
Fujitsu/ICL, and Sun Microsystems.
