Strategic Renaissance and Business Transformation. Strategic Management Series

  • ID: 2217648
  • Book
  • 500 Pages
  • John Wiley and Sons Ltd
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The Wiley Strategic Management Series aims to illustrate the best in global strategic management for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including restructuring and reorganization, global competition, strategic change, and organizational learning. These issues are, of course, currently relevant but as thoughts and approaches to management issues they are timeless in their nature and importance.Strategic Renaissance and Business Transformation addresses one of the Strategic Management Society s primary concerns building and maintaining bridges between management theory and business practice.
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Partial table of contents:

RESTRUCTURING AND REORGANIZATION IN THE PUBLIC AND PRIVATE SECTORS.

Competition Policy and Privatization during the Transition of Central and Eastern Europe to a Market Economy: An Organizational Perspective (J. Langenfeld & D. Yao).

ISSUES AND PATTERNS IN GLOBAL COMPETITION.

Strategies for Winning in International Manufacturing and Sourcing (P. Dixon & B. Hedley).

MANAGING ORGANIZATIONAL LEARNING.

Strategies, Organizational Learning and Careers: The Fall–Out from Restructing (R. Jalland & H. Gunz).

MANAGING THE PROCESSES OF STRATEGIC CHANGE.

Causes and Consequences of Corporate Restructuring. (C. Markides).

RESEARCH ON TOP MANAGEMENT: WHAT WE KNOW AND WHAT WE NEED TO KNOW.

On Studying Managerial Elites (A. Pettigrew).

Index.
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Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana–Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia′s National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications and President–Elect of theStrategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards.

Donald E. O′Neal, MBA and PhD (Business Administration) University of Illinois, is an Assistant Professor of Management at The University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership.

James N. Kelly is the joint Chairman of Gemini, and is the author of several articles on the strategic management of complex organizations, he has spoken at numerous internal and external conferences on the transformation of organizations. He co–founded the MAC Group (A Gemini predecessor company) in 1964, serving as President and CEO until 1982 when he moved to London to start the European arm of the firm′s practice. Through his experience he is a world expert in the management and transformation of multinational organizations. His consulting experience includes work with the world leaders in financial, pharmaceuticals, telecommunications and consumer products industries. In addition he has contributed to the planning and development of independent schools, universities and other non–profit institutions as part of his charitable activities. Mr Kelly received an MBA from Harvard Business School and a BA from DePauw University.

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