In this book, the author : o defines trust and related concepts, and shows how these impact on business performance o provides valuable case material of companies with both high and low trust o forges the link of trust to strategy rather than to HR The new economy has changed the rules of the game in business, and the speed at which businesses operate and interact. Corporate success has…
What do U.S. Special Ops, George Washington, Mao Tse-tung, and Oprah Winfrey all have in common? In addition to boldness, daring, and a never-say-die attitude, they are among the most successful practitioners of insurgency tactics -- tactics you need to succeed in the battle for the loyalty of today's consumers. Tap into the same opportunistic and aggressive energy used by successful underdogs …
TABLE OF CONTENTS Part. 1 The Concepts and Techniques of Strategic Management 1 The Strategic Management Process: An Overview 2 The Three Strategy-Making Tasks: Developing a Strategic Vision, Setting Objectives, and Crafting a Strategy 3 Industry and Competitive Analysis 4 Company Situation Analysis 5 Strategy and Competitive Advantage 6 Matching Strategy to a Company’s Situation 7 …
Businesspeople operating outside their native country need some understanding of foreign cultures. This study offers a survey approach--both in the sense of broad coverage and use of survey data--to the idea that national culture matters even in a globalized world. The authors received questionnaire responses from more than 1,000 senior executives and conducted interviews with 78 CEOs. As an al…
Providing the tools and systems required for leading a "measurement managed" HR architecture, this important book heralds the emergence of human resources as a strategic powerhouse in today's organizations. Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key dr…
Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, Kim and Mauborgne argue that tomorrow's leading companies will succeed not by battling competitors, but by creating "blue oceans" of uncontested market space ripe for growth. Such strategic moves - termed "value innovation" - create powerful leaps in value for both the firm and its buyers, renderin…