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A field research, commissioned by the Dutch Foundation for Management Studies, on the state of the application of the concept of business unit-organization (M-form) in the Netherlands, has produced some noteworthy results. Through interviews with 36 organizations, most for-profit companies...
Persistent link: https://www.econbiz.de/10009460080
This article is concerned with “internal” corporate governance i.e. corporate governance within the firm – in particular the delegation of decision‐making powers from the parent company board to the boards of divisions and subsidiaries. In fast‐moving businesses, companies must respond...
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In this inaugural address the consequences of the new economy (the information economy) for research and education with respect to management and organization are explored. The information economy implies a shift from sociology based organization theory to economic organization theory, with...
Persistent link: https://www.econbiz.de/10014175325
A field research, commissioned by the Dutch Foundation for Management Studies, on the state of the application of the concept of business unit-organization (M-form) in the Netherlands, has produced some noteworthy results. Through interviews with 36 organizations, most for-profit companies...
Persistent link: https://www.econbiz.de/10014221514
In the literature for strategic management a number of authors have explained in which ways information and communication technology (ICT) is being deployed in the strategy of the firm. In management books and articles in management journals a variety of cases have been described how specific...
Persistent link: https://www.econbiz.de/10013117420
In 1992 Kaplan and Norton introduced the balanced scorecard. They related this concept to the strategy map (2004) and a management system of strategy execution (2008). The balanced scorecard is an especially popular instrument with some managers, but is criticized and even abhorred by others....
Persistent link: https://www.econbiz.de/10013051589
The traditional policy of most multinational corporations (MNC) with respect to their subsidiary boards was or even still is to reduce these boards through composition, information and superseding these through an integrated management system to the bare local legal requirements and not having...
Persistent link: https://www.econbiz.de/10013158501