
Strategy and Capability
Sustaining Organizational Change
Wiley (Publisher)
1st Edition
Will be published approx. on 13. March 2003
Book
Hardback
224 pages
978-0-631-22845-5 (ISBN)
Description
This book helps managers and students of management to makes sense of the competing advice on how to change organisations in order to improve their effectiveness.
Helps managers to understand how their organisations' performance could be improved.
Presents an overview of the advice on organisational improvement facing managers.
Classifies and evaluates various different approaches.
Highlights the relationships between strategy and capability.
Helps managers to understand how their organisations' performance could be improved.
Presents an overview of the advice on organisational improvement facing managers.
Classifies and evaluates various different approaches.
Highlights the relationships between strategy and capability.
More details
Series
Language
English
Place of publication
Hoboken
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Product notice
sewn/stitched
Paper over boards
Dimensions
Height: 252 mm
Width: 175 mm
Thickness: 22 mm
Weight
535 gr
ISBN-13
978-0-631-22845-5 (9780631228455)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions

Book
03/2003
1st Edition
Wiley
€55.89
Shipment within 15-20 days
Persons
Graeme Salaman is Professor of Organisation Studies, Director of the Business Studies programme, and Director of Programmes and Curriculum at the Open University Business School. He has written over 50 books and articles, including Human Resource Management: A Strategic Introduction (with John Storey and Chris Mabey, Blackwell Publishing, 1998) and Strategic Human Resource Management (1998). He has also worked as a consultant in eight countries for clients such as Sun Microsystems, Willis, BAT, Government of Ethiopia, Fujitsu, Allianz, Ernst and Young, Rolls ROyce, Morgan Stnaley.
David Asch is Pro Vice-Chancellor Strategic Management Planning and Resources at De Montfort University in Leicester. He has writtenover 50 articles and books, including New Economy, New Competition (2001), Managing Strategy (1996) and Financial Planning(1996). He has worked with the senior teams of a range of firms including Cornhill, Ernst and Young Fujitsu/ICL, and Sun Microsystems.
David Asch is Pro Vice-Chancellor Strategic Management Planning and Resources at De Montfort University in Leicester. He has writtenover 50 articles and books, including New Economy, New Competition (2001), Managing Strategy (1996) and Financial Planning(1996). He has worked with the senior teams of a range of firms including Cornhill, Ernst and Young Fujitsu/ICL, and Sun Microsystems.
Content
Acknowledgements. List of Figures and Tables.
About the Authors.
Introduction.
1. How Organizations are Changing and Why.
2. The Model: Five Ways to Improve Organizational Performance.
3. ?Fit?: Fitting Organizational Structures to Business Strategy.
4. The Resource-Based View of Strategy.
5. Formulating Strategy.
6. Developing Strategy.
7. The Adaptive Organization.
8. Summary and Conclusion.
References.
Index.
About the Authors.
Introduction.
1. How Organizations are Changing and Why.
2. The Model: Five Ways to Improve Organizational Performance.
3. ?Fit?: Fitting Organizational Structures to Business Strategy.
4. The Resource-Based View of Strategy.
5. Formulating Strategy.
6. Developing Strategy.
7. The Adaptive Organization.
8. Summary and Conclusion.
References.
Index.