Managing change for competitive success
Author(s)
Bibliographic Information
Managing change for competitive success
B. Blackwell, 1991
Available at 20 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references and index
Description and Table of Contents
Description
Based on a study of four UK industry sectors this book provides an analysis of how UK companies manage strategic change and how it impacts on their competitive performance. The authors focus on the key question of why firms operating in the same industry produce varying performances over time; as a result they pinpoint the differences in the way that change is managed from business to business and the common problems across industry sectors. Five central problems stand out: environmental assessment; leading change; linking strategic and operational change; human resources; and coherence. The central chapters examine in detail the relevance and effects of these key features combining core theory with real practice to give an overview of a highly uncertain process. There is no single "best practice" but the authors are able to advance an important new approach to the process: the creation of "intangible assets". The research programme examined the assessment and implementation of strategic change in automobiles, publishing, banking and life assurance. The results should be of interest to both managers and those who study and analyze modern business.
Table of Contents
- Competitiveness and managing change
- a changing backcloth - new rules and relationships
- understanding the environment
- leading change
- linking strategic and operational change
- human resources as assets and liabilities
- coherence
- managing strategic change, intangible assets and competitive performance.
by "Nielsen BookData"