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Dissertations / Theses on the topic 'Unternehmen Change Management Russland'

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Published: 4 June 2021
Last updated: 10 February 2022

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1

Salman, Maxima. "Chancen des Change Managements im heutigen Russland : die spezifischen Rahmenbedingungen für den geplanten Wandel in Unternehmen aus der Innen- und Außenperspektive /." Frankfurt am Main [u.a.] : Lang, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=018703723&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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2

Salman, Maxima. "Chancen des Change-Managements im heutigen Russland die spezifischen Rahmenbedingungen für den geplanten Wandel in Unternehmen aus der Innen- und Aussenperspektive." Frankfurt, M. Berlin Bern Bruxelles New York, NY Oxford Wien Lang, 2008. http://d-nb.info/997489227/04.

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3

Savin, Vladislav [Verfasser]. "Anreizgestaltung für russländische Mitarbeiter deutscher Unternehmen in Russland. / Vladislav Savin." Berlin : Duncker & Humblot, 2015. http://d-nb.info/1238342973/34.

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4

Bürgermeister, Markus. "Change und Planung zu einem Balanced-change-Management." München Mering Hampp, 2008. http://d-nb.info/991646568/04.

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5

Bürgermeister, Markus. "Change und Planung : Zu einem Balanced-Change-Management /." Mering, Schwab : Hampp, R, 2009. http://deposit.d-nb.de/cgi-bin/dokserv?id=3191329&prov=M&dok%5Fvar=1&dok%5Fext=htm.

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6

Schorsch, Martin. "Market entry strategies for Russia : a comprehensive survey based on expert interviews /." Bremen : Diplomica-Verl, 2009. http://deposit.d-nb.de/cgi-bin/dokserv?id=3235041&prov=M&dok_var=1&dok_ext=htm.

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7

Böttcher, Thomas. "Unternehmungsvitalisierung durch leitbildorientiertes Change Management : Konzept - Fallstudie - Gestaltungsempfehlungen /." München [u.a.] : Hampp, 2002. http://www.gbv.de/dms/zbw/350702225.pdf.

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8

Orellana, Fabricio. "Veränderungspraxis in deutschen Unternehmen und die Nachhaltigkeitsfrage." Berlin wvb, Wiss. Verl, 2009. http://d-nb.info/998917958/04.

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9

Weibel, Matthias P. "Aufbau und Führung von ausländischen Direktinvestitionen in Russland : Risiken, Erfolgsfaktoren, Empfehlungen : eine empirische Untersuchung von Schweizer Unternehmen im europäischen Teil Russlands /." [S.l.] : [s.n.], 2001. http://aleph.unisg.ch/hsgscan/hm00026871.pdf.

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10

Regnér, Patrick. "Strategy creation and change in complexity : adaptive and creative learning dynamics in the firm /." Stockholm : Institute of International Business, 1999. http://aleph.unisg.ch/hsgscan/hm00033275.pdf.

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11

Kraft, Susanne. "Unternehmen im Umbruch : Wissen und Können im sozialen Kontext /." Frankfurt am Main [u.a.] : Lang, 2006. http://www.gbv.de/dms/zbw/517109433.pdf.

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12

Fischer, Helge. "Der Change Management-Methodenbaukasten: Konzeptionelle Überlegungen zur Überwindung von Nutzungsbarrieren beim E-Learning." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-140897.

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Der vorliegende Beitrag stellt mit dem Change Management-Methodenbaukasten einen konzeptionellen Ansatz vor, mit dem die hochschulweite E-Learning-Integration aus Perspektive des Marketings und der Organisations- bzw. Personalentwicklung professionalisiert werden kann. Dabei werden sowohl die einzelnen Elemente als auch die theoretischen Grundlagen des Konzeptes, welche sich aus der Akzeptanz- und Organisationsforschung herleiten, detailliert dargestellt. Der Change Management-Methodenbaukasten ist ein wertvolles Werkzeug, um zukünftigen Change Management-Aktivitäten systematisch und strategisch zu planen und umzusetzen. Damit wird ein wichtiger Beitrag zur Ausbreitung des E-Learning an Hochschulen sowie zur Gestaltung des Lehr- und Lernkultur-Wandels geleistet.
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13

Kunadt, Falk. "How enterprises manage strategic stability and change: A qualitative comparative analysis of different enterprise performance groups." Doctoral thesis, Universitätsbibliothek Leipzig, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-194052.

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In today’s globalized business world enterprises face increasing competition and accompanying internal and external threats that challenge their enterprise strategies. Multiple examples of enterprises show that long-lasting strategies need to be progressively overworked in order to secure competitiveness. One key for long-term competitiveness seems to lie in the ability to find a reasonable ratio of strategic stability and change. Neglecting the tension of strategic stability and change can have fatal consequences. Strategic management research increasingly focuses on this challenge. Lately research on ambidexterity and dynamic capability attempts to explain the underlying issues of proactively balancing strategic tensions in dynamic markets. Yet, there remain a couple of questions that – unanswered – limit the explanatory power of recent research models. Because of conceptual ambiguities around the concepts of ambidexterity and dynamic capabilities, until now it remains unclear how a balance between strategic stability and change is reached and managed, and how the underlying strategic decision and strategic management processes at the organizational level look like. To address these open issues, this work develops an alternative framework of strategic ambidexterity. It is defined as a deliberate mechanism to detect, monitor, steer, coordinate and balance stability and change of the enterprise strategy. It argues that enterprises do not deal with strategic stability and change accidently. Quite on the contrary, the enterprises’ key actors are aware of this challenge and have a mechanism in place that allows them to deliberately and continuously employ the right ratio of strategic stability and change. This deliberate mechanism is assumed to create performance differences. High-performing enterprises have a particular setting of the mechanism that distinguishes them from low-performing peers and that secures their long-term competitiveness. In order to empirically test the mechanism a qualitative comparative analysis (QCA) using a sample of 74 mechanical engineering enterprises is performed. As will be shown there are in fact differences between high and low-performing enterprises. The strategic behavior of high-performing enterprises can be classified as Guided Long-Term Inclusive Planning (GLTIP). This work adds new knowledge to the research on ambidexterity and dynamic capabilities and also contributes to the methodological discussion on the analysis of sustainable competitive advantage in today’s globalized and dynamic markets.
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14

Fischer, Helge. "Der Change Management-Methodenbaukasten: Konzeptionelle Überlegungen zur Überwindung von Nutzungsbarrieren beim E-Learning." Technische Universität Dresden, 2007. https://tud.qucosa.de/id/qucosa%3A27920.

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Abstract:
Der vorliegende Beitrag stellt mit dem Change Management-Methodenbaukasten einen konzeptionellen Ansatz vor, mit dem die hochschulweite E-Learning-Integration aus Perspektive des Marketings und der Organisations- bzw. Personalentwicklung professionalisiert werden kann. Dabei werden sowohl die einzelnen Elemente als auch die theoretischen Grundlagen des Konzeptes, welche sich aus der Akzeptanz- und Organisationsforschung herleiten, detailliert dargestellt. Der Change Management-Methodenbaukasten ist ein wertvolles Werkzeug, um zukünftigen Change Management-Aktivitäten systematisch und strategisch zu planen und umzusetzen. Damit wird ein wichtiger Beitrag zur Ausbreitung des E-Learning an Hochschulen sowie zur Gestaltung des Lehr- und Lernkultur-Wandels geleistet.
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15

Rock, Christopher. "Wirksame Intervention im organisationalen Wandel : how to turn an elephant into a tango dancer /." Stuttgart : Ibidem, 2008. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=016524125&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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16

Prickarz, Herbert [Verfasser]. "Change Management als "Innovation" - Welche psychologischen Faktoren sichern den Erfolg? : Eine prozessbegleitende Studie am Beispiel der CMMI® Level 3 Implementierung in einem deutschen Unternehmen / Herbert Prickarz." Aachen : Shaker, 2006. http://d-nb.info/1166513858/34.

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17

Stuhldreier, Jens. "Sicherung der Wettbewerbsfähigkeit klein- und mittelständischer Unternehmen (KMU) durch qualifikatorische Anpassung der Belegschaft in Phasen der Reorganisation - Company Competitiveness of small and medium sized companies (SME) in Change Management Processes through further training in industry." Gerhard-Mercator-Universitaet Duisburg, 2003. http://www.ub.uni-duisburg.de/ETD-db/theses/available/duett-05302003-125240/.

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An improved utilization of potentials, tapping into new markets, maintaining competitiveness: These are the goals if the responsible echelons in a company decide on measures to reorganize operations. The key factor in this process of restructuring remains the human element. As a rule, SMEs are ideally suited for a sucessfull restructuring. Main advantages in contrast to large corporations: Their operations are not overly complicated, the staff is small enough to build up informal ties, the information network is closely-knit, and decisions are made faster than in large companies. The key question in Change Mangement processes is: Under which conditions are further training offers prepared to ensure the sustainable employabilty of the employess?
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18

Nägele, Joakim [Verfasser]. "Multinationale Unternehmen und organisationales Lernen im osteuropäischen Transformationsprozess : das Beispiel Russland / Joakim Nägele." 2005. http://d-nb.info/975200526/34.

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19

Wyder, Andreas M. "Change absorption measurement : a case study of a global business transformation /." 2006. http://www.gbv.de/dms/zbw/511179502.pdf.

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20

Kunadt, Falk. "How enterprises manage strategic stability and change: A qualitative comparative analysis of different enterprise performance groups." 2015. https://ul.qucosa.de/id/qucosa%3A14245.

Full text
Abstract:
In today’s globalized business world enterprises face increasing competition and accompanying internal and external threats that challenge their enterprise strategies. Multiple examples of enterprises show that long-lasting strategies need to be progressively overworked in order to secure competitiveness. One key for long-term competitiveness seems to lie in the ability to find a reasonable ratio of strategic stability and change. Neglecting the tension of strategic stability and change can have fatal consequences. Strategic management research increasingly focuses on this challenge. Lately research on ambidexterity and dynamic capability attempts to explain the underlying issues of proactively balancing strategic tensions in dynamic markets. Yet, there remain a couple of questions that – unanswered – limit the explanatory power of recent research models. Because of conceptual ambiguities around the concepts of ambidexterity and dynamic capabilities, until now it remains unclear how a balance between strategic stability and change is reached and managed, and how the underlying strategic decision and strategic management processes at the organizational level look like. To address these open issues, this work develops an alternative framework of strategic ambidexterity. It is defined as a deliberate mechanism to detect, monitor, steer, coordinate and balance stability and change of the enterprise strategy. It argues that enterprises do not deal with strategic stability and change accidently. Quite on the contrary, the enterprises’ key actors are aware of this challenge and have a mechanism in place that allows them to deliberately and continuously employ the right ratio of strategic stability and change. This deliberate mechanism is assumed to create performance differences. High-performing enterprises have a particular setting of the mechanism that distinguishes them from low-performing peers and that secures their long-term competitiveness. In order to empirically test the mechanism a qualitative comparative analysis (QCA) using a sample of 74 mechanical engineering enterprises is performed. As will be shown there are in fact differences between high and low-performing enterprises. The strategic behavior of high-performing enterprises can be classified as Guided Long-Term Inclusive Planning (GLTIP). This work adds new knowledge to the research on ambidexterity and dynamic capabilities and also contributes to the methodological discussion on the analysis of sustainable competitive advantage in today’s globalized and dynamic markets.:1. Introduction 2. High-performing enterprises, strategic management and dynamic environments – multiple paths of explaining sustainable competitive advantage 3. Toward a multidimensional framework of balancing strategic stability and change: a steering mechanism 4. A comparative configurational analysis of the mechanism of strategic ambidexterity with regard to different performance settings 5. Discussion of results: introducing Guided Long-Term Inclusive Planning (GLTIP) 6. Management implications: GLTIP in action 7. Conclusions, limitations and directions for future research
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21

Hertweck, Matthias. "Die koordinationstheoretische Gestaltung und Bewertung alternativer Geschäftsprozesse unter Berücksichtigung des Einsatzes von Workflow Management und Workgroup Computing : dargestellt am Beispiel eines Kundenanfrageprozesses /." 1998. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=008238256&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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