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The living company
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The living company

著者: Arie de Geus
出版商: Boston, Mass. : Harvard Business School Press, ©1997.
版本/格式:   图书 : 英语查看所有的版本和格式
提要:
In The Living Company, the man who introduced the revolutionary concept of the learning organization has turned his attention to identifying the critical characteristics of organizational longevity. Arie de Geus reveals the keys to managing for a long and prosperous organizational life. He draws a sharp distinction between "living companies," the purpose of which is to fulfill their potential and perpetuate
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详细书目

类型/形式: Case studies
Case Reports
附加的形体格式: Online version:
Geus, Arie de.
Living company.
Boston, Mass. : Harvard Business School Press, c1997
(OCoLC)645854941
材料类型: 互联网资源
文件类型: 书, 互联网资源
所有的著者/提供者: Arie de Geus
ISBN: 087584782X 9780875847825
OCLC号码: 36017132
描述: xiv, 215 p. : ill. ; 24 cm.
内容: Prologue: the lifespan of a company --
Learning --
1. The shift from capitalism to a knowledge society --
2. The memory of the future --
3. Tools for foresight --
4. Decision making as a learning activity --
Persona (Identity) --
5. Only living beings learn --
6. Managing for profit or for longevity: is there a choice? --
Ecology --
7. Flocking --
8. The tolerant company --
9. The corporate immune system --
Evolution --
10. Conservatism in financing --
11. Power: nobody should have too much --
Epilogue: the company of the future --
Notes.
责任: Arie de Geus ; foreword by Peter M. Senge.
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摘要:

In The Living Company, the man who introduced the revolutionary concept of the learning organization has turned his attention to identifying the critical characteristics of organizational longevity. Arie de Geus reveals the keys to managing for a long and prosperous organizational life. He draws a sharp distinction between "living companies," the purpose of which is to fulfill their potential and perpetuate themselves as ongoing communities, and "economic companies," which are in business solely to produce wealth for a small group of individuals. He shows clearly that living companies manage for survival; economic companies manage for profit.

With nearly 40 years of experience at Royal Dutch/Shell, where he was involved firsthand with implementing the renowned scenario planning technique, de Geus describes how he came to explore and understand the special qualities of living companies. Among a wide array of important factors, long-lived companies have four essential traits in common. At a minimum, these firms are sensitive to their environment in order to learn and adapt; cohesive, with a strong sense of identity; tolerant of unconventional thinking and experimentation; and conservative in financial policy to retain the resources that allow for flexibility.

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