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Artykuły w czasopismach na temat "Organisational transformation"
Pearce, Antony, i Dirk Pons. "Implementing Lean Practices: Managing the Transformation Risks". Journal of Industrial Engineering 2013 (18.12.2013): 1–19. http://dx.doi.org/10.1155/2013/790291.
Pełny tekst źródłaMutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi i John C. Kigozi Munene. "Organisation size, innovativeness, self-organisation and inter-organisational coordination". International Journal of Emergency Services 9, nr 3 (5.08.2020): 359–94. http://dx.doi.org/10.1108/ijes-05-2020-0024.
Pełny tekst źródłaA. D., Pearce, i Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development". International Journal of Business and Management 12, nr 4 (26.03.2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
Pełny tekst źródłaSachdev, Anil, i Arjya Chakravarty. "Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India". NHRD Network Journal 13, nr 3 (lipiec 2020): 370–82. http://dx.doi.org/10.1177/2631454120953036.
Pełny tekst źródłaMay, T., i M. Buck. "Power, Professionalism and Organisational Transformation". Sociological Research Online 3, nr 2 (czerwiec 1998): 89–102. http://dx.doi.org/10.5153/sro.159.
Pełny tekst źródłaMutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi i John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda". Journal of Humanitarian Logistics and Supply Chain Management 10, nr 4 (21.08.2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.
Pełny tekst źródłaStuart, Helen. "Corporate branding and rebranding: an institutional logics perspective". Journal of Product & Brand Management 27, nr 1 (12.02.2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.
Pełny tekst źródłaKozlowska, Olga, Gemma Seda Gombau i Rustam Rea. "Leadership for integrated care: a case study". Leadership in Health Services 33, nr 2 (3.02.2020): 125–46. http://dx.doi.org/10.1108/lhs-09-2019-0066.
Pełny tekst źródłaZUURMOND, ARRE. "Organisational Transformation Through the Internet". Journal of Public Policy 25, nr 1 (2.02.2005): 133–48. http://dx.doi.org/10.1017/s0143814x05000231.
Pełny tekst źródłaEdgeman, Rick, i Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises". International Journal of Innovation and Economic Development 6, nr 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.
Pełny tekst źródłaRozprawy doktorskie na temat "Organisational transformation"
Mathe, Lucratia-Shandi. "Business transformation through organisational ambidexterity and organisational agility". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64878.
Pełny tekst źródłaMini Dissertation (MBA)--University of Pretoria, 2017.
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Gordon Institute of Business Science (GIBS)
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Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation". Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.
Pełny tekst źródłaEdwards, Mark Gerard. "An integral metatheory for organisational transformation". University of Western Australia. Faculty of Business, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0145.
Pełny tekst źródłaDixon, Sarah E. A. "Organisational transformation in the russian oil industry". Thesis, Henley Business School, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429033.
Pełny tekst źródłaStergiou, Maria. "A process-centered architecture for organisational transformation". Thesis, University of Kent, 1999. https://kar.kent.ac.uk/21775/.
Pełny tekst źródłaCorreia, Jorge Antonio Pinto. "Identification of essential knowledge co-creation processes for effective organisational transformation of service organisations". Thesis, University of Buckingham, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.436889.
Pełny tekst źródłaMaguire, Catherine. "An exploratory study of organisational transformation in manufacturing SMEs". Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12402.
Pełny tekst źródłaBisschoff, F. A. "Key success factors in the implementation of organisational transformation". Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51808.
Pełny tekst źródłaENGLISH ABSTRACT: Managers are continuously faced with new problems and organisations are facing a severe battle for survival. The purpose of this study is to provide managers with a practical guideline based on a holistic and integrated approach of how to face and successfully overcome transformation challenges that they are facing. It has become imperative that managers learn how to effectively reposition and re-organise their organisations in order to meet the challenges of the future with confidence. The areas that will be addressed in this study will provide managers with the relevant information on how to transform their organisation as well as provide insights into how to approach the implementation thereof. The planning, positioning and implementation of transformation is one of the most important tools for organisations strategically gain the competitive advantage into the future. The Bisschoff generic key success factor organisation transformation model have been developed that will enable managers to approach the issues of transformation with confidence. This study has been compiled and written in such a manner as to provide managers with guidelines of techniques and models to apply the theory and literature in their respective organisations. The main purpose of this study is to provide a body of knowledge on the issues surrounding a successful transformation process.
AFRIKAANSE OPSOMMING: Bestuur staar voortdurend nuwe uitdagings in die gesig en organisasies word bedreig deur 'n uiterste stryd om herlewing. Hierdie studie het ten doel om bestuurders te voorsien van 'n praktiese handleiding gebaseer op 'n hilistiese en geintegreerde benadering om die uitdagings van transformasie waarvoor hulle te staan kom met sukses te trotseer en te oorkom. Dit het van uiterste belang geword dat bestuurders tegnieke aanleer om hulle onderskeie organisasies so te herposisioneer en te her-organiseer dat hulle in staat gestel sal word om die uitdagings van die toekoms met sukses te oorkom. Die areas ter sprake in die studie het ten doel om bestuur van relevante inligting te voorsien oor hoe om organisasies te transformer en insig te verskaf oor die benadering van implementering. Die beplanning, posisionering en implementering van transformasie is een van die belangrikste hulpmiddels vir organisasies om strategies die kompeterende voordeel te verkry in die toekoms. Die Bisschoff generiese sleutel sukses faktor organisasie transformasie model is ontwerp om bestuurders in staat te stel om die uitdagings rakende transformasie met sekerheid aan te durf. Hierdie studie is onderneem en saamgestel om bestuurders te voorsien met 'n handleiding waarin tegnieke en modelle beskryf word waarbinne die teorie en literatuur in hulle organisasie toegepas kan word. Die kern doel van hierdie studie is om 'n liggaam van transformasie te voorsien rakende die vraagstukke rakende 'n suksesvolle transformasie proses.
Nabe, Percival Mvuyisi. "Organisational transformation using total quality management and ISO 9000". Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1209.
Pełny tekst źródłaEngineering by its very nature is associated with quality processes. Ineffective processes have the potential to jeopardize the chances of providing consistently, products that meet customer and applicable regulatory requirements. By implication, this senario also calls for organizational transformation. SA Five Engineering (Pty) Ltd (SAF), which will serve as the target organization for this research study has in the past year suffered numerous complaints of poor products as a result of ineffective processes, impacting on production quality. Both 150 9000 and the concept of Total Quality Management have the potential to mitigate ineffective processes within SAF. The key research objective with this research study, is to recommend how to improve ineffective processes and the competitive advantage of SAF through improved products. Furthermore, to analyze the business organization in order to determine the extent to which Total Quality Management principles are deployed with the aim of developing a model, which will serve as a benchmark for sustained improvement. The research problem deals with ineffective processes within SAF which impacts adversely on delivery of quality products and services. The research design and methodology to be conducted within the ambit of this research study is applied research, as applied research is designed to apply its findings to solve a specific existing problem. The research will furthermore fall in the social world as the research relates to a structured business research study pertaining to how things are, and why. The research will be conducted from both an empirical and theoretical research paradigm, using a survey for the purpose of data collection. The research method that will be applied within the context of this research study will be a case study research.
Christensen, Bjørner Bodøgaard. "Reframing consulting as transformation from within human relating". Thesis, University of Hertfordshire, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269444.
Pełny tekst źródłaKsiążki na temat "Organisational transformation"
Klewes, Joachim, i Ralf Langen. Change 2.0: Beyond organisational transformation. Berlin: Springer, 2008.
Znajdź pełny tekst źródła1954-, Klewes Joachim, i Langen Ralf, red. Change 2.0: Beyond organisational transformation. Berlin: Springer, 2008.
Znajdź pełny tekst źródłaExemplary CEOs: Insights on organisational transformation. New Delhi: Tata McGraw-Hill Pub. Co., 2005.
Znajdź pełny tekst źródłaPetrie, Murray. Organisational transformation: The Income Support experience. Wellington, N.Z: Dept. of Social Welfare, 1998.
Znajdź pełny tekst źródłaEdwards, Mark G. Organisational transformation for sustainability: An integral metatheory. New York, NY: Routledge, 2009.
Znajdź pełny tekst źródłaEdwards, Mark G. Organisational transformation for sustainability: An integral metatheory. New York: Routledge, 2010.
Znajdź pełny tekst źródłaOrganisational transformation for sustainability: An integral metatheory. New York: Routledge, 2010.
Znajdź pełny tekst źródłaMelville, Abigail. E-Government and organisational transformation-lessons from Liverpool and Hertfordshire. London: New Local Government Network, 2002.
Znajdź pełny tekst źródłaBresnen, Mike. The challenge of change: The theory and practice of organisational transformation. Hull: Barmarick Publications, 1992.
Znajdź pełny tekst źródłaJayakumar, K. Dynamics of organisational transformation and executing change: Understanding business processes and architecting change : from a transdisciplinary practitioners perspective. New Delhi: Council of Scientific & Industrial Research, 2011.
Znajdź pełny tekst źródłaCzęści książek na temat "Organisational transformation"
Griffiths, Marie, i Richard Dron. "Enabling organisational change". W Strategic Digital Transformation, 165–73. New York : Routledge, 2020. | Series: Business and digital transformation: Routledge, 2019. http://dx.doi.org/10.4324/9780429020469-19.
Pełny tekst źródłaStark, John. "Manage Organisational Change". W Digital Transformation of Industry, 153–58. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41001-8_25.
Pełny tekst źródłaShannon, Nick, i Bruno Frischherz. "Organisational Transformation—Going Digital". W Management for Professionals, 83–105. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41064-3_11.
Pełny tekst źródłaPontiggia, Andrea. "Organisational Logic to Mobilise Knowledge and Competences". W Corporate Transformation, 323–44. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6263-4_12.
Pełny tekst źródłaHelbig, Christian, Sandra Hofhues i Bence Lukács. "Multi-Stakeholder Dialogues as Instrument for Design and Qualitative Research in Educational Organisations". W Digital Transformation of Learning Organizations, 23–40. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_2.
Pełny tekst źródłaBesson, Patrick. "Organisational Transformation: Moves and Rhythms". W Handbook of Top Management Teams, 440–48. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230305335_52.
Pełny tekst źródłaLoebbecke, C., P. Powell, P. Finnegan i W. Golden. "Inter organisational systems as a backbone for organisational DSS: scope, impact, examples". W Decision Support in Organizational Transformation, 176–99. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35348-7_10.
Pełny tekst źródłaClohessy, Trevor, Thomas Acton i Nichola Rogers. "Blockchain Adoption: Technological, Organisational and Environmental Considerations". W Business Transformation through Blockchain, 47–76. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98911-2_2.
Pełny tekst źródłaAyestarán, S., C. Martínez-Taboada, J. Arróspide i L. Garcia. "Organisational Culture and Modes of Conflict Behaviour". W Decision Support in Organizational Transformation, 242–55. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35348-7_14.
Pełny tekst źródłaDyson, Tom. "The British Army’s knowledge transformation capability". W Organisational Learning and the Modern Army, 127–66. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Cass military studies: Routledge, 2019. http://dx.doi.org/10.4324/9780429284014-6.
Pełny tekst źródłaStreszczenia konferencji na temat "Organisational transformation"
Mohamed, Mahfudzah, i Nor'azam Mastuki. "Translation of accounting processes in organisational transformation". W 2012 IEEE Symposium on Business, Engineering and Industrial Applications (ISBEIA). IEEE, 2012. http://dx.doi.org/10.1109/isbeia.2012.6422850.
Pełny tekst źródłaCekuls, Andrejs. "THE TRANSFORMATION OF ORGANISATIONAL CULTURE IN THE LEARNING ORGANISATION FOR ENSURING COMPETITIVE INTELLIGENCE". W 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.121.
Pełny tekst źródłaMuhamed Salim, Muzahidin, Ian Traboulay, Elfadl Ibrahim, Sara Al Wehaibi i Nasser Ballaith. "Organisational Management System in the Digital Transformation Era". W ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210854-ms.
Pełny tekst źródłaNewbury, Paul, i Mark Paterson. "‘Creative destruction’ v ‘Creative accumulation’: Organisational transformation challenges confronting electricity distribution monopolies". W 2015 IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC). IEEE, 2015. http://dx.doi.org/10.1109/appeec.2015.7380865.
Pełny tekst źródłaHaddad, Peter, Jonathan Schaffer i Nilmini Wickramasinghe. "The Impact of Clinical Information Systems on Patient Outcomes and Organisational Performance". W 30TH Bled eConference: Digital Transformation – From Connecting Things to Transforming Our Lives, June 18 – 21, 2017, Bled, Slovenia. University of Maribor Press, 2017. http://dx.doi.org/10.18690/978-961-286-043-1.14.
Pełny tekst źródłaWard, Steven A., i Simon Caklais. "Piloting the Deployment of ISO 18404 in the Construction Sector, an Approach to Organisational Transformation". W 27th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2019. http://dx.doi.org/10.24928/2019/0174.
Pełny tekst źródłaBoyce, Gordon. "Beyond Privacy: The Ethics of Customer Information Systems". W 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2444.
Pełny tekst źródłaMukherjee, Dilip K. "Manufacturers’ Role in the Power Industry". W ASME Turbo Expo 2000: Power for Land, Sea, and Air. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/2000-gt-0186.
Pełny tekst źródłaRomanelli, Mauro. "Rethinking Public Administration through Managers as Leaders". W 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.
Pełny tekst źródłaWilson, Paul. "Alternative Strategies for Higher Education Provision at TAFE Queensland". W Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11160.
Pełny tekst źródłaRaporty organizacyjne na temat "Organisational transformation"
Kornelakis, Andreas, Chiara Benassi, Damian Grimshaw i Marcela Miozzo. Robots at the Gates? Robotic Process Automation, Skills and Institutions in Knowledge-Intensive Business Services. Digital Futures at Work Research Centre, maj 2022. http://dx.doi.org/10.20919/vunu3389.
Pełny tekst źródłaMarkus, Maurer, Khammounty Bounseng, Morlok Michael i Teutoburg-Weiss Hannes. Boosting Growth and Transformation in Laos’ Industry. Swiss National Science Foundation (SNSF), październik 2019. http://dx.doi.org/10.46446/publication_r4d.2019.2.en.
Pełny tekst źródłaMott, Joanna, Heather Brown, Di Kilsby, Emily Eller i Tshering Choden. Gender Equality and Social Inclusion Self-Assessment Tool. Institute of Development Studies (IDS), kwiecień 2021. http://dx.doi.org/10.19088/slh.2021.016.
Pełny tekst źródłaScialabba, Nadia El-Hage, Sarah Zitterbarth i Tavseef Mairaj Shah. State of the Debate on Agri-Food Systems Transformation. TMG Research gGmbH, 2023. http://dx.doi.org/10.35435/1.2023.2.
Pełny tekst źródłaBongomin, Godfrey, Chelsea Huggett, Juhi Jain, Sunetra Lala, Relvie Poilapa, Elis Lee, Chloe Morrison, Novika Noerdiyanti, Rosie Sanderson i Proshanto Roy. Emerging Practice for the Engagement of Men and Boys in WASH, Frontiers 20. The Sanitation Learning Hub, Institute of Development Studies, lipiec 2022. http://dx.doi.org/10.19088/slh.2022.005.
Pełny tekst źródłaCavill, Sue, Chelsea Huggett i Jose Mott. Engaging Men and Boys for Gender-Transformative WASH: Part 2, Frontiers of Sanitation. The Sanitation Learning Hub, Institute of Development Studies, lipiec 2022. http://dx.doi.org/10.19088/slh.2022.004.
Pełny tekst źródłaPickard, Justin, Shilpi Srivastava, Mihir R. Bhatt i Lyla Mehta. SSHAP In-Focus: COVID-19, Uncertainty, Vulnerability and Recovery in India. Institute of Development Studies (IDS), listopad 2020. http://dx.doi.org/10.19088/sshap.2021.011.
Pełny tekst źródłaFreed, Danielle. K4D’s Tax and Gender Learning Journey Boosting Social Reform in Pakistan. Institute of Development Studies, wrzesień 2022. http://dx.doi.org/10.19088/k4d.2022.163.
Pełny tekst źródłaDavid, Raluca. Advancing gender equality and closing the gender digital gap: Three principles to support behavioural change policy and intervention. Digital Pathways at Oxford, marzec 2022. http://dx.doi.org/10.35489/bsg-dp-wp_2022/02.
Pełny tekst źródłaHaider, Huma. Political Settlements: The Case of Moldova. Institute of Development Studies, maj 2022. http://dx.doi.org/10.19088/k4d.2022.065.
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