Strategic learning in action : how to accelerate and sustain business change
著者
書誌事項
Strategic learning in action : how to accelerate and sustain business change
（The Henley management series）
McGraw-Hill, c1994
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
"Strategic Learning in Action" offers managers the chance to make use of management ideas which often seem to fail expectations. This book reveals how the learning process is the key to understanding the needs of an organization, helping managers adapt to and implement powerful management tools for a strategic advantage. Organizations are complex and by making strategic learning the central driving force, managers will be better equipped to co-ordinate a variety of frameworks and successfully hold them together. This practical text takes a step-by-step approach to understanding and using strategic learning and supports the suggestions with major case studies and exercises. It shows how to realize the strategic advantages of the learning process at all levels - corporate, business and individual. The text includes case studies from Dowty, Mercury Communications and Shell. It supports the reader's own learning process with self-diagnosis exercises.
目次
- Part 1 The learning imperative: exploring strategic learning
- learning and dynamic competitive advantage. Page 2 Facilitating the learning process: choosing the delivery vehicle
- when learning drives strategic decisions - the Dowty experience
- steering implementation and Mercury Communicatins. Part 3 A menu of strategic thinking: scenario development at Shell
- organizational capability and performance
- towards personal strategic learning. Part 4 A synthesis. Appendix: case simulation AZP services.
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