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  • 1
    Electronic Resource
    Electronic Resource
    Global Strategic Alliances and Organizational Learning (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 31-36 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As the tide of globalization rides high and global competitionintensifies, more and more firms are resorting to strategic alliances asa means to increase competitive-ness. Despite apparent advantages thata strategic alliance may bring, it does not compensate for weaknesses incorporate culture which, as shown in this article, could only be donethrough organizational learning. Such learning cannot be acquiredthrough purchase or by contract, it has to be gained by effort.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739410059890
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  • 2
    Electronic Resource
    Electronic Resource
    Top management perception of strategic information processing in a turbulent environment (1995)
    Bingley : Emerald
    Leadership & organization development journal 16 (1995), S. 33-43 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Extant strategic management literature provides only partialanswers to the important question: what variables affect top managers'ability to process complicated, novel, ambiguous, or dynamic strategicinformation in a turbulent environment? Drawing on cognitive psychology,personality theory, management theory, organizational theory, andmanagement information systems literature, proposes that nine personalattributes and four contextual attributes affect top managers'information-processing capability. The nine personal attributes are:cognitive complexity, knowledge, mental model of success,openmindedness, time orientation, personal values, tolerance forambiguity, locus of control, and time devoted to environmentalscanning. The four contextual attributes are: rewards and incentives,culture, structure of strategic planning process, and executive supportsystems. Thirteen propositions are postulated regarding the types ofattributes that are conducive for top managers' ability in processingcomplicated, novel, ambiguous, or dynamic information.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739510100937
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  • 3
    Electronic Resource
    Electronic Resource
    Strategies for e-education (2003)
    Bingley : Emerald
    Industrial and commercial training 35 (2003), S. 196-202 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Internet is a powerful and popular medium for information exchange. Because of its 24-hour accessibility, people who are not able to attend a traditional college or university can obtain an education from a distance easier than ever before, and at their own pace. The physical reach of the university has been dramatically expanded, which in turn has led administrators to re-evaluate their strategies. This study examines the manner in which traditional higher education is being transformed by the Internet and suggests ways for higher educational institutions to take advantage of this powerful medium.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850310487331
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  • 4
    Electronic Resource
    Electronic Resource
    Causes and impact of reengineering (1998)
    Bradford : Emerald
    Business process management journal 4 (1998), S. 44-55 
    Details
    ISSN: 1355-2503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study offers a framework for understanding the causes and impact of reengineering. The framework views the causes and impact from two aspects, namely, external and internal dimensions. Using case research, it was found that both external and internal factors were important in driving reengineering as well as in explaining the results brought about by reengineering.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14637159810200157
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  • 5
    Electronic Resource
    Electronic Resource
    Implementing reengineering using information technology (1999)
    Bradford : Emerald
    Business process management journal 5 (1999), S. 311-324 
    Details
    ISSN: 1355-2503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reengineering is becoming an increasingly popular option for corporations seeking radical process change. Central to the success of reengineering is the coordination of information technology (IT) throughout the organization. Essentially, IT represents the core mechanism of information flow. When companies improve core IT processes, such as gathering data only once, integrating cross-functional systems or increasing information speed to customers, radical business process change is possible. However, for IT to be an enabler of reengineering or organizational change, it is imperative that managers are conversant with the various methods by which IT can help advance process change. At the same time, management needs to be aware of the numerous pitfalls that may doom any change effort using IT.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14637159910297367
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