Thematische Bibliographien / Strategy change process / Bücher
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Bücher zum Thema „Strategy change process“

Autor: Grafiati
Veröffentlicht am 25. Juni 2021
Zuletzt aktualisiert am 2. Februar 2022

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1

Corporate strategy in action: The strategy process in British Road Services. London: Routledge, 1988.

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2

Geoffrey, Lewis. Corporate strategy in action: The strategy process in British Road Services. London: Routledge, 1988.

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3

The process-based organization: A natural organization strategy. Amherst, Mass: HRD Press, 2005.

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4

Conroy, Ciaran. IT infrastructure capability and its relationship to strategy formation process and change management in the aviation maintenance and supply industry. Dublin: University College Dublin, Graduate School of Business, 1998.

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5

Strategic change and the management process. Oxford, OX, UK: B. Blackwell, 1987.

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6

Lewis, Geoffrey. Managing the process of strategic change. Melbourne: University of Melbourne. Graduate School of Management, 1987.

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7

Alexander, Darren Patrick. Moving towards E-government: An investigation focusing on the systems development methods used by a software company in implementing an e-business strategy into local government and the management of change process. [S.l: The Author], 2003.

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8

Project design: Strategic informations : a process approach. Québec: Presses de l'Université du Québec, 2011.

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9

Mullins, John W. The process of timely strategic marketing change: Punctuations, influences and anomalies. Cambridge, Mass: Marketing Science Institute, 1995.

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10

Mullins, John W. The process of timely strategic marketing change: Punctuations, influences and anomalies. Cambridge, Mass: Marketing Science Institute, 1995.

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11

Piercy, Nigel. Market-led strategic change: Transforming the process of going to market. 2. Aufl. Oxford: Butterworth-Heinemann, 1997.

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12

J, Kettinger William, Hrsg. Business process change: Concepts, methods, and technologies. Harrisburg, USA: Idea Group Pub., 1995.

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13

Chernikovskaya, Marina, und Igor Chyemyezov. Change Management. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/18430.

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The nature, the reasons, regularities, conditions and mechanisms of carrying out changes in the organizations are considered. Theoretical bases of professional and effective management of organizational changes are reflected: the objective regularities of changes in the organizations which are shown during their development; main objects and objects of changes in the organizations; value of the organizational context influencing the choice of technologies of management of changes and nature of development of changes; options and sequence of implementation of the operated changes in the organization; variety of possible technologies of management of changes; approaches to the choice of strategy of implementation of changes and strategy; the main obstacles in implementation of changes; effective remedies and technology of overcoming of resistance to changes; stages of carrying out reengineering of business processes; introduction of quality systems in the Russian companies. The textbook is intended for use when training bachelors in the Management direction 38.03.02, and also for all interested by problems of management of changes in the organizations.
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14

Grover, Varun. Business process change: Reengineering concepts, methods and technologies. Harrisburg, Pa: Idea Group, 1995.

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15

Grover, Varun. Business process change: Reengineering concepts, methods, and technologies. Hershey, USA: Idea Group Pub., 1998.

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16

1946-, Rowley Daniel James, und Lujan Herman D, Hrsg. Working toward strategic change: A step-by-step guide to the planning process. San Francisco: Jossey-Bass Publishers, 1997.

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17

Piercy, Nigel. Market-led strategic change: A guide to transforming the process of going to market. 4. Aufl. Amsterdam [u.a.]: Butterworth-Heinemann, 2009.

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18

Market-led strategic change: A guide to transforming the process of going to market. 3. Aufl. Oxford: Elsevier Butterworth-Heinemann, 2005.

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19

1946-, Fingar Peter, Hrsg. Business process management: The third wave. Tampa, Fla: Meghan-Kiffer Press, 2003.

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20

Business process management is a team sport: Play it to win! Tampa, FL: Anclote Press, 2003.

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21

Graham, Gary. A process study of strategic change and evolution: The case of the UK defence subcontracting industry in the 1990s. Huddersfield: the Polytechnic, School of Business, 1991.

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22

McKenzie, Jane Elizabeth. Chaos, paradox and learning - key composites in the evolutionary change process: Towards a more holistic strategic paradigm for transformation. Uxbridge: Brunel University, 1994.

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23

Strategy for Peace. (Conference) (33rd 1992 Warrengton, Va.). Global changes and institutional transformation: Restructuring the foreign policymaking process : report of the Thirty-Third Strategy for Peace, US Foreign Policy Conference. Muscatine, Iowa: Stanley Foundation, 1992.

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24

John, Shook, Hrsg. Kaizen express: Fundamentals for your lean journey. Cambridge, Mass: Lean Enterprise Institute, 2009.

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25

Cevelev, Aleksandr. Material management of railway transport. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1064961.

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In the monograph reviewed the development of the inventory management of railway transport in the new economic environment of market economy. According to the results of theoretical research, innovative and production potential of the supply system of railway transport the main directions and methods of transformation of the restructuring process under the corporate changes of JSC "RZD", positioned value system of the logistics of railway transportation, and developed a classification model used logistical resources. Evaluation of activity of structural divisions of Russian Railways supply is proposed to be viewed through an integrated and comprehensive approach to the development of systems of balanced indicators of supply and prompt handling of material resources, the implementation of which allows to distribute the strategic objectives of the company "Russian Railways" activities in the system of logistics of the Railways and also to involve in economic circulation of excessive and unused inventories of material and technical resources and efficiently reallocate them among enterprises at the site of the railway. Recommendations for the implementation of the developed algorithms and models are long term in nature and are based on the concept of logistics management and improve the business processes of the logistics system. Will be useful for managers and specialists of directorates of logistics of Russian Railways supply, undergraduates and graduate students interested in the economy of railway transport.
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26

Varra, Lucia, Hrsg. Dal dato diffuso alla conoscenza condivisa. Florence: Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.

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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.
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27

Lorange, Peter. Strategic Planning and Control: Issues in the Strategy Process (Corporate Strategy, Organization and Change). Blackwell Pub, 1993.

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28

Underwood, Jim. Complexity and Paradox: Strategy 03. 06. Wiley & Sons, Incorporated, John, 2001.

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29

The Process-Focused Organization: A Transition Strategy for Success. ASQ Quality Press, 2004.

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30

Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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31

Dunphy, Kim. Theorizing Arts Participation as a Social Change Mechanism. Herausgegeben von Brydie-Leigh Bartleet und Lee Higgins. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190219505.013.16.

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This chapter analyses theories about how social change can be effected through participation in the arts. A theory of change lens applied to the literature results in identification of three broad types of change processes: social/civic action, in which the major change strategy is influencing of public opinion and decision-making through arts activities; the community cultural development approach in which change occurs at a community level, as a result of creative social interaction between arts participants; and finally, the therapeutic paradigm, in which change is elicited in individuals through the healing process of arts used therapeutically. These approaches are examined in relation to broader theories of participation, and Vygotsky’s social development theory, resulting in a meta-theory about factors that lead to change through arts participation: the contribution of a skilled leader, the utilization and stimulation of creativity, and a collaborative process. Case studies of community music initiatives illustrate the theory.
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32

Knox, Dahk. Effective Organizational Change: The Strategic Planning Process. Black Forest Press, 1992.

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33

Alison, Bettley, Mayle David, Tantoush Tarek und Open University, Hrsg. Operations management: A strategic approach. London: SAGE Publications, 2005.

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34

Market-Led Strategic Change: Transforming the Process of Going to Market. Taylor & Francis Group, 2016.

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35

Piercy, Nigel F. Market-Led Strategic Change: Transforming the Process of Going to Market. Taylor & Francis Group, 2016.

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36

Takala, Jukka. Resource management and budgeting in critical care. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0021.

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Resource management is a core task for intensive care unit (ICU) leadership. Budgeting covers optimizing resource use, planning for future needs, and continuous monitoring of actual resource use. Short-term budgeting is operational planning, whereas mid- and long-term budgeting should focus on strategy. Resource management is an integral and continuous part of the ICU management process. Hence, the regional and local availability of health care services rarely depends on rational or objective factors alone. For budgeting purposes, the needs for intensive care for the population of the main referral area of the hospital, the actual structure of the local health care system and probable changes during the strategic planning period should be considered. The resources needed for emergency admissions is relatively constant as long as the referral population the indications for intensive care and the treatments offered do not change. The ICU is part of a multidisciplinary, horizontal care process. The amount and level of care provided in all the participating units must be considered.
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37

(Editor), Alison Bettley, David Mayle (Editor) und Tarek Tantoush (Editor), Hrsg. Operations Management: A Strategic Approach (Published in association with The Open University). Sage Publications Ltd, 2005.

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38

(Editor), Alison Bettley, David Mayle (Editor) und Tarek Tantoush (Editor), Hrsg. Operations Management: A Strategic Approach (Published in association with The Open University). Sage Publications Ltd, 2005.

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39

Institute of Industrial Engineers (1981-), Hrsg. Business process reengineering: Current issues and applications. Norcross, Ga: Industrial Engineering and Management Press, 1993.

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40

Lynn, Walz, und Educational Resources Information Center (U.S.), Hrsg. Planning our future together: Using a large-scale systems change process for educational reform : video discussion guide. Minneapolis, MN: Institute on Community Integration (UAP), the College of Education & Human Development, University of Minnesota, 1999.

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41

Belgard, William P., und Steven R. Rayner. Shaping the Future: A Dynamic Process for Creating and AchievingYour Company's Strategic Vision. AMACOM/American Management Association, 2004.

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42

Piercy, Nigel F. Market-Led Strategic Change: Transforming the Process of Going to Market (Cim Professional). 2. Aufl. Butterworth-Heinemann, 2000.

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43

Piercy, Nigel. Market-Led Strategic Change: Transforming the Process of Going to Market (Marketing Ser). 2. Aufl. Butterworth-Heinemann, 1998.

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44

Customer Focused Process Innovation: Linking Strategic Intent to Everyday Execution. McGraw-Hill Education, 2014.

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45

Hernández, Ariel Macaspac Macaspac. Strategic Facilitation of Complex Decision-Making: How Process and Context Matter in Global Climate Change Negotiations. Springer, 2016.

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46

Dubash, Navroz K., und Lavanya Rajamani. Multilateral Diplomacy on Climate Change. Herausgegeben von David M. Malone, C. Raja Mohan und Srinath Raghavan. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780198743538.013.48.

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This chapter reviews India’s foreign policy on climate change, arguing that while it is marked by tactical virtuosity, it increasingly exhibits strategic vacuity. The chapter traces the evolution of India’s role in international climate negotiations, noting particularly India’s key role in highlighting equity and enshrining the concept of ‘common but differentiated responsibilities and respective capabilities’ as a cornerstone of the negotiation process. The chapter then examines the turbulent phase from 2007 onwards, when India, along with other large developing country allies, experimented with new articulations of climate policy. This discussion explores the emergent drivers of Indian climate policy, including international pressures, shifting domestic political context, the emergence of ‘co-benefits’ as a framing concept, and the role of key personalities. The chapter concludes by suggesting that an exclusive emphasis on an equitable climate deal should transition to an approach that provides equal attention to equity and effectiveness in international climate outcomes.
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47

Mathur, Kuldeep. Recasting Public Administration in India. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780199490356.001.0001.

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Ever since a democratic system of government was adopted and a strategy of planned economic development was launched in India, the planners were quite conscious of the need for an administrative system different from the colonial one to implement the planned objective of development. Kuldeep Mathur, in this volume, examines these administrative reforms and provides a magisterial account of the changes in the institutional process of public administration. The introduction of neoliberal policies revived the concerns about reform and change, thereby giving rise to a new vocabulary in the discourse of public administration. The conventional world of public administration was now expected to adopt management practices of the private sector and interact with it to achieve public policy goals. New institutions are now being layered on traditional ones, and India is becoming a recipient of managerial ideas whose efficacy has yet to be tested on Indian soil. In light of the aforementioned changes, this volume argues that hybrid architecture for delivering public goods and services has been the most significant transformation to be institutionalized in the current era and critiques the neoliberal transformation from within a mainstream public administration perspective.
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48

Ford, Matthew. Introduction. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190623869.003.0001.

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There are many ways of thinking about guns. Guns can be seen through the lens of gender or identity, as a matter of personal rights or from the perspective of the engineer interested in design features and standardization. This book considers firearms from the perspective of military innovation and seeks to map socio-technical change from the battlefield to the back-office: from soldiers and engineers to scientists and bureaucrats, from alliance partners to industry. In the process this book describes the distribution of power within the military industrial complex and asks us to reflect on the relationship between technology and strategy and democratic control over weapon selection.
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49

Volberda, Henk, Frans A. J. Van Den Bosch und Kevin Heij. Reinventing Business Models. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.001.0001.

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Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.
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50

Fischer, Frank. Technocratic Strategy as Central Steering: From Sustainable Development to Transition Management. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780199594917.003.0004.

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This chapter continues the discussion of technocratic theory and practice by examining its implications for governmental steering. It begins with a discussion of the technocratic emphasis in the theory of ecological modernization and its focus on technological solutions, including the concept of the technological fix. After examining this as an approach for technological development related to climate change, the chapter examines the innovative Dutch strategy of transition management designed as a “new mode of governance for sustainable development.” Developed as an attempt to identify socio-technical options and to move them into the policy decision processes, the strategy illustrates the way in which technocratic thinking can unwittingly seep into projects with a wider set of goals.
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