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Morrison, Allen; Beck, John - In: Strategy & Leadership 28 (2000) 2, pp. 26-32

effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive …/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By … information, managers need to focus on their most scarce resource – management attention. …

Persistent link: https://www.econbiz.de/10015016326

The conscience of an organization

Rasberry, Robert W. - In: Strategy & Leadership 28 (2000) 3, pp. 17-21

companies have moved beyond compliance to an integrity‐based approach to ethics management, building a culture that embraces …‐based companies, the ethics office truly serves as the organizational conscience, gently reminding management and employees alike to …

Persistent link: https://www.econbiz.de/10015016329

Unlocking shareholder value from shared services

Mergy, Lee; Records, Paul - In: Strategy & Leadership 29 (2001) 3, pp. 19-23

Shared service functions such as finance and HR are more important to the success of most corporations today than they ever have been. Yet in many companies, they receive far less executive attention than the business units because shared services are not expected to generate profits. This...

Persistent link: https://www.econbiz.de/10015016355

Do you have what it takes to be an e‐manager?

Harris, Jeanne G.; De Long, David W.; Donnellon, Anne - In: Strategy & Leadership 29 (2001) 4, pp. 10-14

competencies that managers need to excel in the new economy. While some management competencies have changed little, research shows …

Persistent link: https://www.econbiz.de/10015016358

How leaders of multi‐business groups add value

Early, Stewart; McBratney, Bruce - In: Strategy & Leadership 30 (2002) 4, pp. 15-22

Too often leaders of multi‐business groups struggle with how to best add value at this level of management. CEOs and …

Persistent link: https://www.econbiz.de/10015016389

Business transformation through outsourcing

Linder, Jane C.; Cole, Martin I.; Jacobson, Alvin L. - In: Strategy & Leadership 30 (2002) 4, pp. 23-28

Outsourcing is rapidly evolving beyond the simple reengineering of support processes. For many companies, outsourcing partnerships are being used to achieve rapid, sustainable improvement in enterprise‐level performance. More specifically, in addition to the baseline value of reducing costs...

Persistent link: https://www.econbiz.de/10015016390

Ten strategies for survival in the attention economy

Berman, Saul J.; McClellan, Bennett E. - In: Strategy & Leadership 30 (2002) 3, pp. 28-33

Vying for the attention of the time‐challenged, choice‐saturated consumer characterizes the thrust of competition for the coming five years. There will be a continuing explosion of new technologies and new ways to connect electronically. For the foreseeable future, demands for the...

Persistent link: https://www.econbiz.de/10015016401

Becoming measurement‐managed

Clark, Richard B.; Morgan, Brian S. - In: Strategy & Leadership 29 (2001) 5, pp. 26-30

The leadership team of Monsanto’s Integrated Financial Services (IFS) unit realized in 1997 that it needed to make changes in order to manage effectively in a time of transition for its parent organization. Consequently, it set out to develop a clear vision and to support the vision with...

Persistent link: https://www.econbiz.de/10015016918

Irish coffee? Well, something better …

Rao, Pramila - In: South Asian Journal of Global Business Research 2 (2013) 2, pp. 165-171

Purpose – This paper aims to report on the IFSAM (International Federation of Scholarly Associations of Management … Federation of Scholarly Associations of Management) 2012 conference. …

Persistent link: https://www.econbiz.de/10015005866

Adoption of green strategy by Danish firms

Moini, Hamid; J. Sorensen, Olav; Szuchy-Kristiansen, Eva - In: Sustainability Accounting, Management and Policy Journal 5 (2014) 2, pp. 197-223

perspective, specifically in connection to top management commitment and the need for competitive advantage, which can be … factors are certainly within the control of management. Adopting any new strategy requires a wide range of knowledge and … both slow and difficult. Social implications – Management commitment to systematic planning to develop and implement a …

Persistent link: https://www.econbiz.de/10015005951