Navigating change : how CEOs, top teams, and boards steer transformation
著者
書誌事項
Navigating change : how CEOs, top teams, and boards steer transformation
（The management of innovation and change series）
Harvard Business School Press, c1998
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management. The book features suggestions on how to bring about change effectively and offers advice from leading practioners.
目次
- The CEO in the context of discontinuous change, David A. Nadler, Jeffrey D. Heilpern
- Senior leadership and corporate transformation, James Houghton
- The vicissitudes of leadership, Manfred F.R. Kets de Vries
- The myth of the genetic manager - new personal competencies for new management roles, Christopher A. Bartlett, Sumantra Ghoshal
- Lessons in teamwork, Paul Allaire
- Corporate coherence and the top management team, Donald C. Hambrick
- Conflict and strategic choice - how top management teams disagree, Kathleen M. Eisenhardt, L.J. Bourgeois III
- Confronting senior team conflict - CEO choices, Charles S. Raben, Janet L. Spencer
- teams at the top - managing the madness, Deborah Ancona
- The need to improve the board's role in corporate governance, John L. Vogelstein
- The board as agent of change, Jay W. Lorsch
- Control and creativity in the boardroom, Andrew Pettigrew, terry McNulty
- Toward a behaviourial theory of the CEO/board relationship, Edward J. Zajac, James D. Westphal
- Corporate boards in times of turbulent change, Gerald davis
- Leading discontinuous change - 10 lessons from the battlefront, David M. Lawrence
- five fundamentals of implementation, Robert Bauman
- Levers for organization renewal - innovation streams, ambidextrous organizations and strategic change, Michael L. Tushman et al
- Senior leadership and discontinuous change - some themes, Elise Walton
- How CEOs, top teams and boards make successful transformations, E. Ralph Biggadike.
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