Productos ordenados por la fecha de publicación más reciente

 Página 1 de 77  Siguiente >>

Ir a pág.    

Expandir todos los resúmenes

Ocultar todos los resúmenes

Imprimir

• • Dirección de Personas en las Organizaciones

    Bienvenido, sr. Impatriado ART-1789

    Reiche, B. Sebastian

    IESE (España)

• La impatriación temporal de directivos de filiales a las sedes centrales es un fenómeno en auge. Es más barato que la expatriación y la manera más rápida
  de conocer los países donde se opera y ganarse el favor de sus trabajadores. Además, aumenta las perspectivas profesionales del personal. Sin embargo, los distintos estudios realizados por el autor revelan que este intercambio sólo funciona si el impatriado y la empresa entienden cuáles son los factores que aseguran su éxito. Si el impatriado es capaz de crear un buen capital social, cuenta con un mentor en la sede y puede hablar el idioma del país de destino, se beneficiarán ambas partes. Pero si la actitud del personal de la central es etnocéntrica, la distancia entre la cultura del impatriado y la del país de destino es demasiado grande o no se planifica qué será del impatriado cuando finalice el traslado, éste será un fracaso. El autor recomienda que las multinacionales gestionen bien todas y cada una de las etapas del proceso ¿desde la selección a la preparación, reubicación y reintegración¿ para minimizar las renuncias y capitalizar el valor que aportan estos jóvenes directivos. De hacerlo, contarán con líderes fuertes para salvar la brecha entre las distintas unidades de negocio y comprenderán mejor tanto las exigencias estratégicas mundiales como las locales, tan importantes hoy en día.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,25 €

2. Copias

3. Añadir al carro

4. 

• • Dirección de Personas en las Organizaciones

    Welcoming the Value That Inpatriates Bring ART-1789-E

    Reiche, B. Sebastian

    IESE (España)

• The temporary inpatriation of foreign subsidiary managers to HQ is on the rise: it´s cheaper than expatriating staff, it´s often the best way to gain
  local knowledge fast, it wins over local workforces and it expands the prospects for staff development and promotion. However, the author´s various studies of subsidiary staff relocated to the headquarters of multinationals reveal that for inpatriation to work, both the individual inpatriate and the multinational need to understand the key factors that make or break these special arrangements. If the inpatriate is able to build good social capital, is mentored by HQ staff and can speak the language of the HQ country, then both sides stand to reap mutual benefits from the exchange. If there is an ethnocentric attitude among HQ staff, a large distance between the inpatriate´s home culture and the HQ country culture, and no real thought given to what happens to the inpatriate when the assignment is done, then the transfer is bound to fall flat. The author recommends that multinationals carefully manage inpatriation at every stage of the process - from selection and preparation, to relocation and reintegration - in order to minimize turnover tendencies and capitalize on the real value that these younger managers bring. Managing this process well can help MNCs to develop strong leaders who can effectively bridge different units and understand both global strategic concerns as well as local market requirements, which is so vital today.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,25 €

2. Copias

3. Añadir al carro

4. 

• • Dirección Estratégica

    Las reglas del juego están cambiando DOS-0004

    Ferraro, Fabrizio; Malone, Thomas W.; Ricart Costa, Joan Enric; Ryans, Adrian

    IESE (España)

• Los tiempos cambian. ¿Qué puede hacer como directivo para que el cambio juegue a su favor?: "Tome el mando de su sector: el modelo de negocio, motor del
  cambio sectorial", de Joan E. Ricart; "El reto de competir con el bajo coste: cuando lo aceptable es dos veces bueno", de Adrian Ryans; "Cómo redefinir un sector en beneficio propio: lecciones de un magnate en Hollywood", de Fabrizio Ferraro; "Descentralizar es lo central: Nuevas formas de organización", de Thomas W. Malone
  Expandir resumen
  Ocultar resumen

1. Precio por copia 12 €

2. Copias

3. Añadir al carro

4. 

• • Dirección Estratégica

    Changing the Rules of the Game DOS-0004-E

    Ferraro, Fabrizio; Malone, Thomas W.; Ricart, Joan Enric; Ryans A.

    IESE (España)

• Sometimes the best way to get a jump on rivals is to rewrite the norms. When your turn comes, be ready to go!: "Choices, Consequences and Change: Get
  on Top of Your Game" by Joan E. Ricart; "When Good Enough Is Great: The High Stakes of Low-Cost Competition" by Adrian Ryans; "Lessons of a Hollywood Mogul: Shaping an Industry in Your Favor" by Fabrizio Ferraro; "The New Order of Business: Decentralization Is the New Center of Command" by Thomas W. Malone.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 12 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    Bold Retreat: A New Strategy for Old Technologies (Harvard Business Review Article) HBS-R1003E-E

    Adner, Ron; Snow, Daniel C.

    HBSP (USA)

• A superior new technology emerges on the horizon, threatening your existing business. Do you strive to make a seamless transition to it or, perhaps, try
  to fight and defeat it? Both of those responses can be losing strategies. A third, frequently superior, option is one of "bold retreat," whereby your company cedes most of the established market to the new, dominant technology and instead pursues less vulnerable positions - not as a "turn tail and run" reaction but as a proactive, strategic alternative to head-on competition. There are two types of bold retreats: (1) retrenchment to a niche of the traditional market, where the old technology has an advantage over the new one in addressing customer needs; and (2) relocation to a new market, where the old technology is the inherently superior offering. You can even incorporate both moves into an effective strategy. Like a transition to a new technology, a bold retreat requires significant organizational change. That includes revamping your c
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    IT and the Board of Directors: The Adventures of an IT Leader - Teaching Note HBS-5500-E

    Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon

    HBSP (USA)

• "The Adventures of an IT Leader" invites readers to "walk in the shoes" of a new CIO, Jim Barton, as he spends a difficult year learning effective information
  technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. In this chapterJim Barton has an opportunity to reflect on how far he and his IT team have come in his first months as IVK's new CIO. He and his organization have stepped up to some tough issues, such as taking control of the IT budget to expediently take action on IT infrastructure investments that were not appropriately made, and gaining control of an important infrastructure modernization project. Barton's early IT management leadership performance culminates with a presentation to the IVK Board of Directors on (1) what he found upon assuming CIO responsibilities, (2) results to date, (3) current IVK strengths and weaknesses, and (4) opportunities and risks going forward.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    Crisis: The Adventures of an IT Leader - Teaching Note HBS-5501-E

    Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon

    HBSP (USA)

• "The Adventures of an IT Leader" invites readers to "walk in the shoes" of a new CIO, Jim Barton, as he spends a difficult year learning effective information
  technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. This chapter presents a series of hot-button issues provoked by a DoS (Denial of Service) attack on the IVK network, and marks a turning point in the 18-chapter series. Barton faces a crisis that magnifies several difficulties IT leaders face in relationship to the rest of the organization, including the need to manage technical complexity and the challenges of working with a senior management team and internal users who neither have much background in IT nor naturally want to engage in IT problems.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    Damage: The Adventures of an IT Leader - Teaching Note HBS-5502-E

    Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon

    HBSP (USA)

• "The Adventures of an IT Leader" invites readers to "walk in the shoes" of a new CIO, Jim Barton, as he spends a difficult year learning effective information
  technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. In this chapter, Barton and his IT team undertake a measured analysis of the recent DoS attack, and discuss what recovery action to recommend to the CEO: Do nothing and hope for the best; shut down immediately and rebuild the system from development files; or keep business running by building a mirror site to handle the rebuild. The chapter creates an opportunity in classroom discussion to focus on management-level decision making: the decision process can be analyzed, alternatives understood, and lessons highlighted.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    Communication: The Adventures of an IT Leader - Teaching Note HBS-5503-E

    Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon

    HBSP (USA)

• "The Adventures of an IT Leader" invites readers to "walk in the shoes" of a new CIO, Jim Barton, as he spends a difficult year learning effective information
  technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. In this chapter, the consequences of decisions made in the aftermath of the DoS (Denial of Service) attack continue to play out. Having rejected CIO Jim Barton's recommendation for response to a possible network intrusion, the CEO begins to intervene in IT management matters. Barton is determined to rebuild confidence and authority. Among the possibilities he considers: using stakeholder analysis to determine how to effectively manage his relationships with others in the organization, and systematically pursuing regular meetings with the CEO and senior managers.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

• • Sistemas de Información

    Emerging Technologies: The Adventures of an IT Leader - Teaching Note HBS-5504-E

    Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon

    HBSP (USA)

• "The Adventures of an IT Leader" invites readers to "walk in the shoes" of a new CIO, Jim Barton, as he spends a difficult year learning effective information
  technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. This chapter focuses on the need for IVK's IT department to scan and track important emerging technologies. Blogging and Web 2.0 technologies provide examples of rapid adoption and surprising impact. IVK-13 addresses these issues, through management's startling discovery of an IVK employee blog, which immediately disclosed the DoS attack at IVK (in IVK-10) and revealed speculation that the attack was conducted by malicious hackers. But Barton faces a challenge: any company policies IVK might install need to be designed so as not to dampen innovation, especially among a younger generation of professionals.
  Expandir resumen
  Ocultar resumen

1. Precio por copia 6,5 €

2. Copias

3. Añadir al carro

4. 

 Página 1 de 77  Siguiente >>

Ir a pág.