- Author:David A. Nadler,Michael L. Tushman,Donald C. Hambrick
- Publisher:Harvard Business Press (January 30, 1998)
- Pages:414 pages
- Subcategory:Management & Leadership
- FB2 format1904 kb
- ePUB format1769 kb
- DJVU format1539 kb
- Formats:doc lrf lit lrf
Navigating Change book. The Management of Innovation and Change Series.
Navigating Change book.
Citation: Hambrick, . D. Nadler, and Michael Tushman
Citation: Hambrick, . Nadler, and Michael Tushman. Navigating Change: How CEO's, Top Teams and Boards Steer Transformation. Boston: Harvard Business School Press, 1998. Why do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, . their capability to cognitively expand an innovation's categorical boundaries and to cast the innovation as emotionally resonant with the organization's identity, competencies, and competitive boundaries.
This paper theorizes how change agents in large firms enact open innovation with small firms. The open innovation change agent is highlighted as a key internal actor for the transformational work needed to put open innovation into practice. Navigating Change : How CEOs, Top Teams, and Boards Steer Transformation, Ed. de . Estudio sobre los cambios en los roles de los altos directivos de las compañías frente a los cambios globales. Contiene: 1. Los CEOs; 2. Altos equipos de gestión; 3. Juntas de directores; 4. Altos directivos y cambios discontinuos; 5. Integración.
Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost .
Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. ISBN13:9780875847849. Release Date:January 1998.
Hambrick, Donald C. & Nadler, David. amp; Tushman, Michael L. (1998). Hambrick, Donald C. Navigating change : how CEOs, top teams, and boards steer transformation. Boston, Mass : Harvard Business School Press.
Navigating change: how CEOs, top teams, and boards steer transformation. Download (epub, 1017 Kb). FB2 PDF MOBI TXT RTF.
Change: How CEOs, Top Teams, and Boards Steer Transformation at the Top: Unleashing the Potential of Both Teams and Individual Leaders Khanna, T. and Palepu, K. (2000) ‘The future of business groups in emerging markets: long-run evidence from Chile’, Academy o. .
1998) Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. Boston: Harvard Business School Press. Katzenbach, J. R. (1997) Teams at the Top: Unleashing the Potential of Both Teams and Individual Leaders. Boston: Harvard Business School Press, 1997. Khanna, T. (2000) ‘The future of business groups in emerging markets: long-run evidence from Chile’, Academy of Management Journal, 00: 00–00.
Find many great new & used options and get the best deals for Navigating Change: How CEOs, Top Teams and . A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management.
A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management.
Navigating change: How CEOs, top teams and boards steer transformation. Organizational frame bending: Principles for managing reorientation. Cambridge, MA: Harvard Business Press. Katz, . & Kahn, R. L. (1966). The Academy of Management Executive, 3(3), 194–204. CrossRefGoogle Scholar. Nadler, D. & Tushman, M. (1990). Beyond the charismatic leader: Leadership and organizational change. (1997).
Michael Tushman is the Paul R. Lawrence, Class of 1942 Professor of. Lawrence, Class of 1942 Professor of Business Administration at Harvard Business School where he teaches courses on leading innovation and organization effectiveness and on leading strategic innovation and change
Successful corporate transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This lively and collaborative collection--shaped by a conference at Columbia Business School's executive campus at which the contributors debated their ideas--examines all three and their roles in designing and navigating effective corporate change. It will serve as both a guide for future research on top executives and a catalyst for action among senior leaders.