03684nam 2200721 450 991013670670332120200520144314.0(CKB)3710000000907193(BEP)4721219(OCoLC)962217945(CaBNVSL)swl00406906(MiAaPQ)EBC4721219(Au-PeEL)EBL4721219(CaPaEBR)ebr11285305(CaONFJC)MIL964748(OCoLC)961452871(EXLCZ)99371000000090719320161105d2017 fy 0engurcnu||||||||rdacontentrdamediardacarrierStrategic organizational alignment authority, power, results /Chris CrosbyFirst edition.New York, New York (222 East 46th Street, New York, NY 10017) :Business Expert Press,2017.1 online resource (xxi, 255 pages)Strategic management collection,2150-96461-63157-661-5 1-63157-660-7 Includes bibliographical references (page [257]) and index.Story 1. The story of Joe, Ed, and Jane begins. Chapter 1. Authority -- Story 2. What are we working towards? Chapter 2. Goals -- Story 3. The conversation continues. Chapter 3. Sponsor/agent/target/advocate -- Story 4. The adventure gets real. Chapter 4. Power -- Story 5. Help me understand. Chapter 5. SATA workplace examples -- Story 6. Our situation is unique. Chapter 6. SATA analysis -- Story 7. A great beginning but. Chapter 7. Accountability -- Story 8. What am I missing? Chapter 8. Structure -- Story 9. A major glitch. Chapter 9. Workplace knowledge -- Story 10. Why are things still choppy? Chapter 10. Follow-up -- Story 11. More road blocks. Chapter 11. SATA common mistakes -- Story 12. Analysis paralysis. Chapter 12. Decision making -- Story 13. Now we can move. Chapter 13. Employee empowerment -- Story 14. Do I have to, really? Chapter 14. Adult development -- Story 15. This is what success feels like -- Appendix A. SATA assessments -- Appendix B. Project manager SATA role -- Appendix C. Structure assessment -- Appendix D. Additional SATA example -- Appendix E. My organization development (OD) roots -- Chapter index -- Bibliography.Business results, major change, project initiatives--can be achieved more easily than imagined. Strategic Organizational Alignment shows you how and points out the reasons why most excuses businesses make for inadequate implementations are wrong. Through stories, illustrations, and step-by-step guides Crosby shows you a simple, profound, and repeatable way to ensure your business aligns its employees and has a clear path to success.Strategic management collection.2150-9646ManagementOrganizationOrganizational behaviorElectronic books.alignmentbusiness resultschangechange managementcross-functionalleadershipMBAorganization developmentorganizational developmentproductivityproject managementstanfordworkplaceManagement.Organization.Organizational behavior.658Crosby Chris888826MiAaPQMiAaPQMiAaPQBOOK9910136706703321Strategic organizational alignment2121312UNINA02919oam 2200577I 450 991082301900332120240314024459.00-429-16843-81-4665-8714-810.1201/b15301 (CKB)2670000000394615(EBL)1335842(OCoLC)855504706(SSID)ssj0000876664(PQKBManifestationID)11535867(PQKBTitleCode)TC0000876664(PQKBWorkID)10923356(PQKB)10353397(OCoLC)857081231(MiAaPQ)EBC1335842(OCoLC)853508638(EXLCZ)99267000000039461520180331d2014 uy 0engur|n|---|||||txtccrBiomarkers in cardiovascular diseases /editors, Dimitris Tousoulis, Christodoulos Stefanadis1st ed.Boca Raton :CRC Press,2014.1 online resource (450 p.)Description based upon print version of record.1-4665-8715-6 Includes bibliographical references and index.pt. 1. Classical biomarkers -- pt. 2. Novel biomarkers.The establishment of precise and reliable biomarker tests for the early stages of cardiovascular disease is of great importance and can be the cornerstone in the prevention of future cardiovascular disease (CVD). Furthermore, some biomarkers may provide important information concerning the pathogenesis of CVD or appear to be useful in risk stratification, in CVD diagnosis, or in monitoring therapy; many others may be risk factors themselves, representing therefore potential targets of therapy. The ideal biomarker should have the following characteristics: highly sensitive, specific, reliable, accessible, standardized, dependable, cost effective, and easily interpretable by clinicians. The present book focuses on the presentation and evaluation of the most promising classical and novel biochemical markers used in CVD (coronary artery disease, hypertension, heart failure, hyperlipidemia, peripheral arterial disease). The underlying pathophysiological characteristics of each biomarker, as well as potential clinical implications in daily practice are reviewed in this book--Provided by publisher.Cardiovascular systemDiseasesDiagnosisCardiovascular systemDiseasesPreventionCardiovascular systemDiseasesDiagnosis.Cardiovascular systemDiseasesPrevention.616.1075Tousoulis Dimitris897327Stefanadis Christodoulos1600452MiAaPQMiAaPQMiAaPQBOOK9910823019003321Biomarkers in cardiovascular diseases3923551UNINA05591oam 22010934 450 991082644360332120240402023454.01-4623-7092-61-4518-7104-X97866128419721-4527-9649-11-282-84197-1(CKB)3170000000055141(EBL)1586706(SSID)ssj0000944133(PQKBManifestationID)11518474(PQKBTitleCode)TC0000944133(PQKBWorkID)10983294(PQKB)11410749(OCoLC)762062544(IMF)WPIEE2008246(MiAaPQ)EBC1586706(EXLCZ)99317000000005514120020129d2008 uf 0engur|n|---|||||txtccrGlobalization Drives Strategic Product Switching /Marialuz Moreno Badia, Veerle Slootmaekers, Ilke Van Beveren1st ed.Washington, D.C. :International Monetary Fund,2008.1 online resource (68 p.)IMF Working PapersIMF working paper ;WP/08/246Description based upon print version of record.1-4519-1557-8 Includes bibliographical references.Cover Page; Title Page; Copyright Page; Contents; I. Introduction; II. Industry Dynamics in Estonia; 1. Exits and Industry Switches, 1997-2004; 2. Sector Distribution; 3. Four-Digit Product Switches Decomposed25; 4. Destination of Product Switches by Technology Class; III. Determinants of Firm Dynamics; 5. Summary Statistics; A. Firm Characteristics; B. Product Market Characteristics: Domestic Market; C. Product Market Characteristics: International Competition; IV. Results; A. Baseline Results; 6. Baseline Specification; B. Self-Selection into New Markets7. Product Switching Versus Industry Switching8. Industry Switching: Manufacturing versus Services; 9. Unit Value Difference Between Industry of Origin and Destination; V. Robustness Checks; A. Results by Size Class; 1. Sample Size Distribution; 10. Determinants of Firm Dynamics Across Size Categories; B. Results by Time Period; 11. Determinants of Firm Dynamics Across Time; VI. Conclusions; Appendix I. Data and Sample Selection; Appendix II. Definitions of Variables; Appendix III. Sector Classification According to Technology Intensity and Knowledge; References; FootnotesUsing firm-level data for Estonia for the years 1997-2005, we analyze the impact of international competition on firm dynamics, considering both firm closedown and product switching. We contribute to the literature in two important ways: (1) this is the first paper to study the determinants of exit and product switching in an emerging market; and (2) we consider explicitly the role of export opportunities. Our results indicate that globalization does not affect firm exit significantly but it is an important factor explaining product switching. Previous studies on industrial countries have shown that product switching has been a defensive strategy against low-cost imports. In contrast, our results suggest that Estonian firms have switched products as an offensive strategy to take advantage of the export opportunities created by trade liberalization.IMF Working Papers; Working Paper ;No. 2008/246GlobalizationEconomic aspectsEstoniaEconometric modelsProduct managementEstoniaEconometric modelsCosts, IndustrialEstoniaEconometric modelsExports and ImportsimfFinance: GeneralimfIndustries: ManufacturingimfTrade: GeneralimfGeneral Financial Markets: General (includes Measurement and Data)imfIndustry Studies: Manufacturing: GeneralimfInternational economicsimfFinanceimfManufacturing industriesimfExportsimfCommodity marketsimfCompetitionimfManufacturingimfImportsimfInternational tradeimfFinancial marketsimfEconomic sectorsimfCommodity exchangesimfEstonia, Republic ofimfGlobalizationEconomic aspectsEconometric models.Product managementEconometric models.Costs, IndustrialEconometric models.Exports and ImportsFinance: GeneralIndustries: ManufacturingTrade: GeneralGeneral Financial Markets: General (includes Measurement and Data)Industry Studies: Manufacturing: GeneralInternational economicsFinanceManufacturing industriesExportsCommodity marketsCompetitionManufacturingImportsInternational tradeFinancial marketsEconomic sectorsCommodity exchanges337Moreno Badia Marialuz1123353Slootmaekers Veerle1643720Beveren Ilke Van1700325DcWaIMFBOOK9910826443603321Globalization Drives Strategic Product Switching4083251UNINA