𝔖 Bobbio Scriptorium
✦   LIBER   ✦

Igor Ansoff's continuing contribution to strategic management

✍ Scribed by David Hussey


Publisher
John Wiley and Sons
Year
1999
Tongue
English
Weight
462 KB
Volume
8
Category
Article
ISSN
1086-1718

No coin nor oath required. For personal study only.


πŸ“œ SIMILAR VOLUMES


Igor Ansoff, the father of strategic man
πŸ“‚ Article πŸ“… 2002 πŸ› John Wiley and Sons 🌐 English βš– 35 KB

83, known affectionately as the father of strategic management, died of complications from pneumonia in San Diego, California, on 14 July 2002. Following a career that took him all round the world, he taught for 17 years at the US International University in San Diego before retiring two years ago

H. Igor Ansoff, Roger P. Declerk, Robert
✍ D.A. Burnell πŸ“‚ Article πŸ“… 1977 πŸ› Elsevier Science 🌐 English βš– 97 KB

broader based methodological papers. Delegates at the conference will be able to fill out the proceedings, and perhaps reconstruct the flavour of the conference while, in future years, historians should get some feel for what the 0 .R. world was indeed like in 1975.

The Contribution Internal Auditors Make
✍ Rob Melville πŸ“‚ Article πŸ“… 2003 πŸ› John Wiley and Sons 🌐 English βš– 108 KB

This paper examines the role of internal auditors in strategic management, in particular their use of the Balanced Scorecard (BSC). The research is empirical, based on the results of a survey of an international, specialist group of professionals. This group comprised both internal auditors and non‐

HRM's contribution to strategic change:
✍ Marilyn McDougall; Angela Mulvie πŸ“‚ Article πŸ“… 1997 πŸ› John Wiley and Sons 🌐 English βš– 139 KB

Reports the outcomes of a recent research project on current good practice in evaluating management training in 10 companies. \* \* \* Makes suggestions on issues for consideration if a measurable impact on the bottom line from HRM is desired.

Using performance management to support
✍ Kathy Gagne πŸ“‚ Article πŸ“… 2002 πŸ› John Wiley and Sons 🌐 English βš– 69 KB

ressured by the need to get more results from fewer resources, a number of large companies are radically reshaping performance management. They are not trying to make their people work harder or faster, just more effectively. To this end, they are trying to get everyone in the organization fully ali