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Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.
Political Analysis provides an accessible and engaging yet original introduction and distinctive contribution, to the analysis of political structures, institutions, ideas and behaviours, and above all, to the political processes through which they are constantly made and remade. Following an innovative introduction to the main approaches and concepts in political analysis, the text focuses thematically on the key issues which currently concern and divide political analysts, including the boundaries of the political; the question of structure, agency and power; the dynamics of political change; the relative significance of ideas and material factors; and the challenge posed by postmodernism which the author argues the discipline can strengthen itself by addressing without allowing it to become a recipe for paralysis.
This book is an iconoclastic survey of the history of dualism and its impact on contemporary cognitive psychology.
When James Womack, Daniel Jones, and Daniel Roos wrote THE MACHINE THAT CHANGED THE WORLD in 1990, Japanese automakers, and Toyota in particular, were making a strong showing by applying the principles of lean production. However, the full power of lean principles was unproven, and they had not been applied outside of the auto industry. Today, the power of lean production has been conclusively proved by Toyota's unparalleled success, and the concepts have been widely applied in many industries. Based on MIT's pioneering global study of industrial competition, THE MACHINE THAT CHANGED THE WORLD offers a groundbreaking analysis of the entire lean business system, including product development, supplier management, sales, service, and production - an analysis even more relevant today as GM and Ford struggle to survive and a wide range of British abd American companies embrace lean production. A new Foreword by the authors brings the story up to date and details how their predictions were right. As a result, this reissue of a classic is as insightful and instructive today as when it was first published.
Dualisms have been widely adopted in academic work on strategic change. The attractiveness of dualistic thinking lies in the equilibrium it supposedly offers. Order is thought to be created by postulating a harmonious balance between contradictory phenomena. However, the theoretically and empirically interlaced discussion in this book indicates that strategic change is less about harmoniously balancing opposites than it is about repeating, in a new ���«voice belonging to the future, the values and principles of the past.
Draws conclusions for the future of the industry in the USA.
This volume brings together 18 innovative articles on business strategy and ethics. Originally appearing in reputed journals, the articles are interrelated and focus on complex linkages between ethics and strategy in business.The first of its three sections discusses various frameworks developed by the author that explicitly integrate strategy with ethics. The second section comprises articles placing business ethics relative to management-science models and systems thinking. The final section applies some of the foregoing ideas to strategic and social issues, including poverty alleviation, corruption reduction, political divestment decisions, intellectual property rights, and pharmaceutical industrial strategy.
This volume merges four streams of inquiry and interpretation in a study of the evolution and emergence of Japan's leading industrial firms during the twentieth century. First, it is a historical study of how the industrial institutions of modern Japan appeared and matured. Second, it is anorganization study of the basic forms of social and economic interaction in Japan. Third, it is a development study of how circumstances of rapid technical and economic change have shaped the Japanese business system. It is also a strategy study of how Japanese managers have responded to andshaped these circumstances. This fourfold synthesis offers a model of institutional development under conditions of late economic development and private initiative that falls somewhere between a capitalist development state and a free market economy. Business policy rather than industrial policy is accentuated, revealing aset of robust institutions and a dynamic to activate and interrelate them.