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Siemens and SAP: when two worlds collide
In: Strategic Direction 21 (2005) 7, pp. 8-10
. Findings – Investigating the experiences of Siemens (Australia) helps signpost the potential benefits and challenges any other …
Persistent link: https://www.econbiz.de/10015009922
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Bad boss behaviour (survey of the ethical behaviour of managers in the Australian ICT industry)
Lucas, R. - In: Strategic Direction 27 (2011) 4
Persistent link: https://www.econbiz.de/10015011677
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Acquire, ally or merge?
In: Strategic Direction 21 (2005) 1, pp. 19-21
Purpose – To provide a concise briefing on the most topical issues and relevant implications from the top 400 management publications in the world. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the argument...
Persistent link: https://www.econbiz.de/10015009859
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Fuji Xerox: knowledge management ideas to be copied
In: Strategic Direction 21 (2005) 3, pp. 16-18
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – Scans the top 400 management publications in the world to identify the most topical issues and latest...
Persistent link: https://www.econbiz.de/10015009880
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Absence management
Howarth, Jon - In: Strategic Direction 21 (2005) 9, pp. 3-4
Purpose – To introduce strategies for managing absence and building a positive attendance culture. Design/methodology/approach – Devises a strategy to build an attendance culture. Findings – An attendance policy, procedure and trained managers will improve attendance. Practical...
Persistent link: https://www.econbiz.de/10015009941
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Intelligent success and intelligent failure: where's the difference?
In: Strategic Direction 21 (2005) 9, pp. 5-7
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015009942
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Hard cases
In: Strategic Direction 21 (2005) 10, pp. 25-27
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015009959
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Authentic corporations?
Crofts, Neil - In: Strategic Direction 21 (2005) 11, pp. 3-4
Purpose – To share key findings about creating and running the “perfect business” Design/methodology/approach – Gives a brief synopsis of authentic business. Findings – Authentic businesses are those which generate their profits through the pursuit of a profound and positive purpose....
Persistent link: https://www.econbiz.de/10015009963
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The secrets of Tesco's expansion success
In: Strategic Direction 21 (2005) 11, pp. 5-7
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015009964
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Weyerhaeuser's storming performance
In: Strategic Direction 21 (2005) 11, pp. 19-21
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015009968