pag.: 1 van 13 code: LEV-PORT-art-013-bl Purchasing must become Supply management Bron: Auteur(s): Harvard Business Review, september-oktober 1983 Peter Kraljic Purchasing Must Become Supply Management Peter Kraljic Harvard Business Review No. 83509 SEPTEMBER–OCTOBER 1983 HBR Peter Kraljic Purchasing Must Become Supply Management The stable way of business life many corporate purchasing departments enjoy has been increasingly imperiled. Threats of resource depletion
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is critical for organizational change. Seven Transformations of Leadership by David Rooke and William R. Torbert COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged
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take a sip of her coffee, her phone vibrated with an incoming text. “We have an issue that I need you to deal with. Call me ASAP – Juan Nunez.” Juan Nunez was the Chief Learning Officer for Sunderland’s most important client, Gramen Equipment Company. Sunderland quickly called Nunez and was informed that Mike Morgan, Attain’s content development director, had left several voice mail messages for Nunez. Nunez politely informed her that he did not have the time or inclination to deal with Morgan’s
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Professor of Leadership and Management Co-Unit Head, Technology and Operations Management Biography Amy C. Edmondson is the Novartis Professor of Leadership and Management and Co-Unit Head of the Technology and Operations Management Unit at Harvard Business School. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. Edmondson joined the Harvard faculty in 1996. Her research
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When Antonio retired in 2007 after 35 years of leadership, he named his eldest son, Frank, CEO and told him to double the company’s revenues within five years. Two years in, Frank confided, “I can’t let my father down. I can’t abandon the special company culture we have or risk our reputation for quality food service. But after two years in this job I still don’t have a credible strategy for meeting those two promises and also growing the business as aggressively as my father wants.” Calveta
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2784 Human Resources Management TC Make Your Company a Talent Factory*- Report Nowadays companies face a new challenge: how to fill strategic management positions when they lack the high-talents to do so. The value of developing talent within the companies is well acknowledged, and firms invest time and resources trying to succeed in such endeavor, but more recent demographic changes and diverse business conditions have made the task more complex, and companies are struggling to integrate
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being fair costs little and pays off handsomely. Then why do so few executives manage to behave fairly, even though most want to? BEST PRACTICE Why It’s So Hard to Be Fair by Joel Brockner COPYRIGHT © 2006 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. When Company A had to downsize, it spent considerable amounts of money providing a safety net for its laid-off workers. The severance package consisted of many weeks of pay, extensive outplacement counseling, and the continuation
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JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification
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INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION VOLUME 8, NUMBER 1, 2005 Assessing A Firm’s Future Financial Health Alicia Kritsonis MBA Graduate Student California State University, Dominquez Hills ABSTRACT The purpose of this article is to explain a step-by-step process that can assess whether a firm will remain in balance over the next two to three years. Various financial ratios will be discussed as a critical aspect of this process analysis. A case study of assessing
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2087 JUNE 15, 2007 CHEKITAN S. DEV LAURE MOUGEOT STROOCK Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Introduction For nearly 25 years, Rosewood Hotels & Resorts (Rosewood), a private hotel management company, sought to build a global reputation with iconic luxury hotels such as The Mansion on Turtle Creek in Dallas and The Carlyle in New York—trophy properties so distinctive, each could thrive on its own name, without any “corporate” identification
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