Reinventing strategy : using strategic learning to create and sustain breakthrough performance /

Strategic learning in a knowledge economy : individual, collective, and organizational learning

Always learning

Always learning.

New perspectives in organizational learning, performance, and change

throughout. A range of practical tools to support your learning, including summaries of key strategic

initiatives using MVPs and data-informed learning to test hypotheses and find high-value features Split

-- Learning outcomes -- Case study: Johnson & Johnson's stakeholder approach -- Introduction: Every business

. The freshly reimagined MindTap(R) learning solution provides you with real-world activities that will

that truly engages students in learning. It helps students better prepare for class, quizzes, and exams

implementation is about creating both alignment and commitment -- Key learning points -- Notes -- pt. II Strategy

) Thinking -- Marketing Thinking Challenge 1.3: Creative Thinking -- Learning to Think in a Marketing Way

South-Western ; [Cengage Learning [distributor],

South-Western ; Cengage Learning [distributor],

-- Internal measures -- Innovation and learning measures -- Financial measures -- 12.5.Corporate performance

learning -- 9.4.3. Empowered informal learning -- 9.4.4. Engineering of learning -- Conclusion -- 10. SHRM

learning the subject with little to no previous exposure. Therefore, this book contains references to

-- Strategy implementation: fit, adaptation and learning -- A general framework: strategy, entrepreneurship

. Martin -- 26.`Deliberate Learning and the Evolution of Dynamic Capabilities', Organization Science, 13 (3

South-Western Cengage Learning,

Cengage Learning EMEA,

Cengage Learning,

South-Western Cengage Learning,

. From R&D to RID: missions and organizations of innovative design; 9. Learning from experience

Cengage Learning,

-- ch. 10 Global strategic management and the future -- Cases: Case study matrix -- Case note: Learning

-- Improving the exploitation of ICT -- Conclusion -- Key learning points -- Review questions and tasks -- Key

: Hospitality consumer & product relationship -- ch. 3: Hospitality product and customer -- Learning objectives

South-Western ; Cengage Learning [distributor],

process -- The learning school : strategy formation as an emergent process -- The power school : strategy

South-Western ; Cengage Learning [distributor],

continuous learning. Strategic HRM takes HRM beyond the functional everyday management of human resources

: organizational and personal / Andrew Gale -- Projects: learning at the edge of organization / Christophe N

Organizational learning.

-- Adopting promising practices -- Learning in organizations -- Making intelligent decisions -- Cooperating

improve everyday strategic decision making as well as organizational learning." "This book is not only

, and learning & growth, and integrated strategic themes -- Aligning support functions -- Cascading

maturity -- Cash in on the learning -- Build the foundation one project at a time -- Use enterprise

Thomson Learning,

learning processes / Marjorie A. Lyles, Charles Dhanaraj, Kevin Steensma -- Rethinking the strategy process

Thomson Learning,

force -- Why learning from experience is an unnatural act -- How being bold, competitive, or demanding

balanced paycheck -- Planning and budgeting -- Feedback and learning -- Leadership and mobilization

conclusions -- 10. Learning from the chapters, or how does this all fit together and how can I make use of it

Organizational learning.

Results -- App. A. Paradigm Shift for Teaching/Learning -- App. B. Glossary and Classification of Terms

personnel all at the same time. Combining learning and organizational health with business performance is a

Thomson Learning,

Organizational learning.

and competences : overview / Modularity and dynamic capabilities / Strategic learning in a knowledge

Thomson Learning,

Thompson Learning,

years of learning and research into more than 200 companies that have implemented the Balanced Scorecard

emphasising the importance of narrative, conversation and learning from one's own experience as the central

as a Mental Process -- 7. The Learning School: Strategy Formation as an Emergent Process -- 8. The

-business-process perspective -- Learning and growth perspective -- Linking balanced scorecard measures to your strategy

the twenty-first century. The organization of the future -- Leadership and lifelong learning.

emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg