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Books on the topic 'Companies’ transformation'

Author: Grafiati

Published: 28 June 2021

Last updated: 1 February 2022

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1

Dvořák, Tomáš. Přeměny a přeshraniční přeměny obchodních společností a družstev: Transformation and crossborder transformation of trading companies and cooperatives. Praha: Wolters Kluwer Česká republika, 2013.

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2

Solomon, Steven. Small business USA: Therole of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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3

Kinsey, Christopher. The transformation of war: The rise of private contractors. Abu Dhabi: Emirates Center for Strategic Studies and Research, 2009.

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4

Kinsey, Christopher. The transformation of war: The rise of private contractors. Abu Dhabi: Emirates Center for Strategic Studies and Research, 2009.

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5

Small business USA: The role of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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6

Roman, Tomasic, ed. Corporate governance and resource security in China: The transformation of China's global resources companies. New York, NY: Routledge, 2009.

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7

Contractors and war: The transformation of US expeditionary operations. Stanford, California: Stanford Security Studies, an imprint of Stanford University Press, 2012.

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8

Karaszewski, Włodzimierz. Empirical research on the process of transformation of Polish companies in the period of 1990-1995. Toruń: Uniwersytet Mikołaja Kopernika, 1997.

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9

Liuhto, Kari. The transformation of the organization sector in Russia in the 1990s: Some implications of the entrepreneurial transformation on the foreign trade of Russia and the foreign companies' Russian operations. Turku: Turku School of Economics and Business Administration, 1997.

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10

Taiwan Takushoku Kabushiki-gaisha no Higashi Taiwan keiei: Kokusaku-gaisha to shokuminchi no kaizō = Transformation of colonial frontier by national policy company : operations of Taiwan Development Corporation in Eastern Taiwan (1937-1945). Tōkyō: Kyūko Shoin, 2012.

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11

Office, General Accounting. Small Business Administration: Progress made, but transformation could benefit from practices emphasizing transparency and communicaton : report to congressional requesters. Washington, D.C: GAO, 2003.

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12

Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Venice: Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.

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13

Built for change: Essential traits of transformative companies. Santa Barbara, Calif: Praeger, 2010.

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14

Badykova, Idelya. Modeling the efficiency of project management of corporate innovation activity. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/monography_606ae36782b847.08806135.

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The role of innovation in the economy development is extremely significant. Within the framework of this work, the innovative activity of enterprises and its relation to corporate social responsibility (CSR) is of particular interest. This study is aimed at modeling the project management of corporate innovation activity on the basis of CSR. The results obtained by the author for the Russian economy suggest that there is a positive relationship between the level of innovative development and CSR, both in general and in terms of investments in the transformation of human capital. In this regard, the model of project management of corporate innovation activity based on CSR is proposed. Author suggests, that this model's implementation for companies is promising, since transition to such a model should be resulted in an increase in the innovation activity of companies, regions and the whole country, as well as an increase in the economic, social and organizational effectiveness of innovative activity.

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15

Hart, Louise. On the wings of self-esteem: A companion for personal transformation. Berkeley, Calif: Celestial Arts, 1994.

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16

Hart, Louise. On the wings of self-esteem: A companion for personal transformation. Berkeley, Calif: Celestial Arts, 1994.

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17

Boudreau, John W. Transformative HR: How great companies use evidence-based change for sustainable advantage. San Francisco, CA: Jossey-Bass, 2011.

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18

Stuart, Campbell, and Brownstein Rob, eds. Security transformation: Digital defense strategies to protect your company's reputation and market share. New York: McGraw-Hill, 2001.

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19

Wijdoogen, Carola. 7 Roles to Create Sustainable Success. NL Amsterdam: Amsterdam University Press, 2020. http://dx.doi.org/10.5117/9789082949742.

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Which roles and practices do you adopt to effectively guide businesses towards a sustainable future? And what skills and competencies do you need to establish sustainable transformation? In 7 Roles to Create Sustainable Success, Carola Wijdoogen shares the insights of 25 professionals around the world and her own experiences as Chief Sustainability Officer of Dutch Railways (NS), which she helped transform into a climate-neutral, circular and inclusive railway company. For example, the Netherlands was the first country in the world with trains running on 100% wind power. The innovative science-based 7 Roles approach is explained using an excellent collection of practices and anecdotes from (among others) Kate Raworth (Doughnut Economy) and CSOs of companies like Ingka Group, Levi Strauss & Co., Starbucks Coffee Company, Unilever Benelux, Microsoft, Kellogg Company, Interface Europe, KPN, Philips International B.V, DSM, AkzoNobel, Google, Tommy Hilfiger Global/PVH Europe, etc.

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20

Brunke, Dawn Baumann. Shapeshifting with our animal companions: Reconnecting with the spiritual awareness of animals. Rochester, Vt: Bear & Co., 2008.

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21

Brunke, Dawn Baumann. Shapeshifting with our animal companions: Connecting with the spiritual awareness of all life. Rochester, Vt: Bear & Co., 2008.

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22

Brunke, Dawn Baumann. Shapeshifting with our animal companions: Connecting with the spiritual awareness of all life. Rochester, VT: Bear & Co., 2008.

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23

Weingarten, Judith. The transformation of Egyptian Taweret into the Minoan Genius: A study in cultural transmission in the Middle Bronze Age. Partille: P. Åströms, 1991.

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24

Pulakos, Elaine D., and Mariangela Battista, eds. Performance Management Transformation. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942878.001.0001.

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No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

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25

Ghoshal, Sumantra. World Class in India: A Casebook of Companies in Transformation. Penguin Books, 2001.

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26

Sumantra, Ghoshal, Piramal Gita, Budhiraja Sudeep, and Ghoshal Sumantra, eds. World class in India: A casebook of companies in transformation. New Delhi: Penguin Books, 2001.

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27

Yonekawa, Shinichi. General Trading Companies: A Comparative and Historical Study / Sales No E.90.Iii.A.8 (Technology Transfer, Transformation, and Development). United Nations University Press, 1991.

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28

Heapy, Joe, Oliver King, and James Samperi. Customer-Driven Transformation: How Design-Led Companies Get the Right Services to Market. Kogan Page, Limited, 2018.

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29

Xiaoqiu, Wu. Chinese Securities Companies: An Analysis of Economic Growth, Financial Structure Transformation, and Future Development. Wiley & Sons, Incorporated, John, 2014.

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30

Xiaoqiu, Wu. Chinese Securities Companies: An Analysis of Economic Growth, Financial Structure Transformation, and Future Development. Wiley, 2014.

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31

Corporate Governance and Resource Security in China: The Transformation of China's Global Resources Companies. Taylor & Francis Group, 2015.

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32

Xiaoqiu, Wu. Chinese Securities Companies: An Analysis of Economic Growth, Financial Structure Transformation, and Future Development. Wiley & Sons, Incorporated, John, 2014.

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33

Yonekawa, Shin'Ichi. The Development of Japan's Trading Companies (Technology Transfer, Transformation, and Development : the Japanese Experience, No 7). Columbia University Press, 1988.

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34

Weber, Karl, Edward E. III Lawler, and Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.

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35

Weber, Karl, E. III Lawler Edward, and Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.

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36

Weber, Karl, E. III Lawler Edward, and Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.

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37

Talent Transformation And The Triple Bottom Line How Companies Can Leverage Human Resources To Achieve Sustainable Growth. Jossey-Bass, 2012.

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38

Mitchell, John V., and Valerie Marcel. Oil Titans: National Oil Companies in the Middle East. Brookings Institution Press, 2006.

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39

Schiller, Dan. Network Connectivity and Labor Systems. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252038761.003.0001.

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This chapter discusses the impact of network connectivity on labor systems, arguing that the response to the recession of the 1970s was a profound one and eventually led to the crash of 2008. It explains how the early to mid-1970s brought forward information and communications technology (ICT) as the heart of capitalist development and situates this shift into networks within trends in production, finance, and U.S. military activity. It also examines what Kim Moody calls the “great transformation,” when a basement-to-attic redesign touched everything from the content of specific jobs to the technical division of labor within companies and entire industries, to the location of discrete and now increasingly isolable production systems. This “Great Transformation” is analyzed from two vantage points. The first concerns the labor process, the second, the wider commodity chains within which labor has been mobilized.

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40

(Editor), Gene Bauston, ed. Our Companion Animals : Tales of Transformation from Farm Sanctuary. Lantern Books, 2001.

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41

Transformational Mothering: A Prayerful Companion for New Mothers. Angelsong Creations, LLC, 2009.

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42

Führung gestaltet. Nomos Verlagsgesellschaft mbH & Co. KG, 2019. http://dx.doi.org/10.5771/9783748903611.

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The central question addressed in the generational debate at the Socio-Economics Conference 2019 was ‘What do I expect from modern management culture?’. Generational change, digitalisation and cultural change are not only putting socio-economics and health management companies to the test, but the working world in general is becoming more dynamic, traditional business models and structures are undergoing transformation processes and disruptive developments are replacing normal phases of renewal and regeneration. These conference transcripts highlight, among other things, innovative ways of thinking, agile structures, management without a hierarchy, diversity management, managers in the future and a healthy business culture. The time of steady change is over; a time of radical change has begun.

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43

Brown, Stephanie. Place Called Self a Companion Workbook: Women, Sobriety, and Radical Transformation. Hazelden, 2011.

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44

Moura, Luciano Raizer. A caminho da Indústria 4.0 – Fundamentos e orientações para a transformação digital na Indústria. Brazil Publishing, 2020. http://dx.doi.org/10.31012/978-65-5861-336-7.

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The world is going through the 4th Industrial Revolution, with major changes in people's lives, in cities, in companies. The adoption of modern technologies such as Artificial Intelligence, the Internet of Things, Big Data and Analytics, among others, is redesigning the way of living, having fun, buying, studying and doing business. The world is increasingly digital and industries, which still produce products from the real world, such as food, clothing, furniture, electronics, machines, among others, need to modernize and undergo the digital transformation of their businesses. In this book, On the way to Industry 4.0, Professor Luciano Raizer presents the theme in a simple and direct way that allows the reader to understand what is, the importance, impacts, technologies and models of Industry 4.0. Based on his postdoctoral studies developed at Fraunhofer Institute, of Germany, Prof. Raizer presents the results of research with industries from Espírito Santo State making a comparative analysis with the German Industry in relation to the maturity in Industry 4.0. It also presents ways that companies can develop with guidelines to transition from the conventional model to Industry 4.0 model.

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45

Jesuthasan, Ravin, and John W. Boudreau. Transformative HR: How Great Companies Use Evidence-Based Change for Sustainable Advantage. Wiley & Sons, Incorporated, John, 2011.

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46

Jesuthasan, Ravin, and John W. Boudreau. Transformative HR: How Great Companies Use Evidence-Based Change for Sustainable Advantage. Wiley & Sons, Incorporated, John, 2011.

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47

Jesuthasan, Ravin, and John W. Boudreau. Transformative HR: How Great Companies Use Evidence-Based Change for Sustainable Advantage. Wiley & Sons, Incorporated, John, 2011.

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48

Gheciu, Alexandra. Toward a New Political Economy of Security Provision. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198813064.003.0003.

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Chapter 3 places the analysis of developments in Eastern Europe in a broader international context, examining how the transformation of the field of security has been shaped by processes of European integration as well as globalization—particularly through the influx into Eastern Europe of multinational corporations, including global security companies. In particular, as each of the countries examined in this book embarked upon processes of European integration, they came to be deeply affected by EU legislation and specific accession/partnership conditionality, including in the field of security. In addition, the chapter explores the ways in which dynamics of European integration and globalization have generated new opportunities for reshaping the field of security for a series of domestic actors engaged in performing security.

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49

Schildt, Henri. The Data Imperative. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198840817.001.0001.

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Companies across all industries are engaging in digital transformation to harness the power of advanced information technologies. Building on interviews and diverse case studies, this book describes how data and algorithms are reshaping management practices, organizational structures, corporate culture, and work roles. The book develops a broad framework for understanding digitalization not as a technological change, but as a new normative mindset, ‘the data imperative’. New managerial ideals compel companies to pursue digital omniscience and omnipotence—the abilities to represent and understand the world through real-time data flows and to control customer experiences, physical equipment, and workers with software. The efforts to complement and replace human expertise with data and smart algorithms are associated with shifts in strategic priorities, adoption of powerful modular architectures, new organizational structures, and introduction of artificial intelligence into diverse work roles. Surveying the changes in management and the workplace, this book offers an integrative and balanced account of the ongoing changes. It elaborates how artificial intelligence is changing work at all levels of the hierarchy and envisions how the emerging artificially intelligent organization will change how professionals work. The frameworks and ideas espoused in this book will help the reader understand the ongoing changes in the workplace that affect everyone from executives and professionals to frontline workers.

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50

Hunt, Joanna, and Ashley Black. The Cellulite Myth Daily Companion Guide: Your 12-Week Journey to Transformation. Post Hill Press, 2018.

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