Produktbild: Oxford Handbook of Strategy Implementation

Oxford Handbook of Strategy Implementation

208,99 €

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.03.2017

Verlag

Oxford University Press

Seitenzahl

552

Maße (L/B/H)

25/17,5/3,4 cm

Gewicht

1089 g

Sprache

Englisch

ISBN

978-0-19-065023-0

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.03.2017

Verlag

Oxford University Press

Seitenzahl

552

Maße (L/B/H)

25/17,5/3,4 cm

Gewicht

1089 g

Sprache

Englisch

ISBN

978-0-19-065023-0

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  • Produktbild: Oxford Handbook of Strategy Implementation
    • Chapter 1: The Imperative for Strategy Implementation

    • Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright

    • PART 1: RESOURCES AND GOVERNANCE

    • Chapter 2: Sourcing External Knowledge: Clusters, Alliances, and Acquisitions

    • Stephen Tallman and Anupama Phene

    • Chapter 3: A Study of the Long-term Value of Capabilities-based Resources, Intangible Strategic Assets, and Firm Performance

    • Brian R. Chabowski and G. Tomas M. Hult

    • Chapter 4: IPOs and Corporate Governance

    • Igor Filatotchev, Mike Wright and Garry D. Bruton

    • Chapter 5: Epistemics at Work: The Theory of Mind in Principal-Agent Relations

    • Stefan Linder, Nicolai Foss and Diago Stea

    • Chapter 6: Social Construction of Boundaries in the Context of the Official and Unofficial Economies

    • Katalin Takacs-Haynes and R. Duane Ireland

    • Chapter 7: Antitrust Compliance

    • D. Daniel Sokol

    • PART 2: MANAGING HUMAN CAPITAL

    • Chapter 8: The Aging Workforce: Implications for Human Resource Management Research and Practice

    • Donald M. Truxillo, David M. Cadiz, and Jennifer R. Rineer

    • Chapter 9: Women at the Top: Will More Women in Senior Roles Impact Organizational Performance?

    • Carol T. Kulik and Isabel Metz

    • Chapter 10: Managing Human Capital: Meta-analysis of Links among Human Resource Management Practices and Systems, Human Capital and Performance

    • David J. Ketchen Jr., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. Woehr

    • Chapter 11: Exploring the Relationship between Human Resource Management and Organizational Performance in the Healthcare Sector

    • Ian Kessler

    • Chapter 12: Evidence-Based Management at the Bottom of the Pyramid: Why Human Resources Standards and Research Must Connect More Closely

    • Wayne F. Cascio and John W. Boudreau

    • Chapter 13: Theory Development by Induction: Goal-Setting Theory, 1990 to 2013

    • Edwin A. Locke and Gary P. Latham

    • PART 3: ACCOUNTING-BASED CONTROL SYSTEMS

    • Chapter 14: Management Control Systems and Creativity

    • Antonio Davila and Angelo Ditillo

    • Chapter 15: Exploring the Challenges of Broadening Accounting Reports: Insights from Research

    • Brad Potter and Naomi Soderstrom

    • Chapter 16: Organizational Design and Control Choices

    • Christian Hofmann and Laurence van Lent

    • Chapter 17: Estimation of Discretionary Accruals and the Detection of Earnings Management

    • Paul Zarowin

    • Chapter 18: The Future of Strategy Implementation

    • Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright