00910cam0 22002771 450 SOBE0002083220240621072640.020111219d1896 |||||ita|0103 baengDE<<The >>Finding of Lot's Wifeby Alfred Clarkcopyright editionLeipzigTauchnitz1896287 p.16 cmCollection of British Authors3152001LAEC000168522001 *Collection of British Authors3152Clark, AlfredSOBA0000214807017978ITUNISOB20240621RICAUNISOBUNISOB090|Coll|5|K746SOBE00020832M 102 Monografia moderna SBNM090|Coll|5|K000007CON746bethbUNISOBUNISOB20111219091246.020240621072640.0bethbFinding of Lot's Wife1719845UNISOB03975nam 2200673Ia 450 991096377290332120200520144314.09780674038981067403898310.4159/9780674038981(CKB)1000000000805698(EBL)3300704(SSID)ssj0000203854(PQKBManifestationID)11208781(PQKBTitleCode)TC0000203854(PQKBWorkID)10175479(PQKB)10582896(Au-PeEL)EBL3300704(CaPaEBR)ebr10331290(OCoLC)923115916(DE-B1597)574427(DE-B1597)9780674038981(MiAaPQ)EBC3300704(OCoLC)1262307731(Perlego)1132926(EXLCZ)99100000000080569820001102d1991 uy 0engur|n|---|||||txtccrMobilizing invisible assets /Hiroyuki Itami with Thomas W. Roehl1st Harvard University Press pbk. ed.Cambridge, MA Harvard University Pressc19911 online resource (200 p.)Originally published: Cambridge, MA : Harvard University Press, 1987.9780674577701 0674577701 9780674577718 067457771X Includes bibliographical references (p. [175]-[179]) and index.""Foreword""; ""Preface""; ""Contents""; ""1. The Concept of Strategic Dynamics""; ""2. Invisible Assets""; ""3. Customer Fit""; ""4. Competitive Fit""; ""5. Technological Fit""; ""6. Resource Fit""; ""7. Organizational Fit""; ""8. Overextension and Invisible Assets""; ""Epilogue In Pursuit of Strategic Thinking""; ""Works Cited""; ""General References""; ""Index""Successful corporate strategies, says this leading professor of management, depend upon dynamic marshaling of a firm's “invisible assets”—information-based resources such as technological know-how, the visibility of a brand name, or knowledge of a customer base—as well as tangible assets such as people, goods, and money. Hiroyuki Itami emphasizes the ways strategy must fit the firm's external environment (customers, competitors, and ever-changing technology) and also the importance of internal fit within the organization. He uses invisible assets as a single organizing concept to discuss the appropriateness of strategy in each area. Strategy, Itami insists, must be adapted to rapidly changing conditions and must sometimes be prepared in advance of expected change. The most powerful strategy may often intentionally create imbalance in the short run in order to accumulate invisible assets and energize the organization. Itami examines successful strategies of Japanese firms, which have always operated in an environment of uncertainty and all-pervasive change. Sony and Honda are not the only examples, however—Itami also discusses IBM, Volkswagen, and the Swiss watch industry. The range of examples gives the book wide applicability and appeal to American business executives, who are now facing a similar situation of rapid change. The clarity and sound construction of Itami's argument will make it useful not only to MBAs and theorists of international business and comparative management, but also to “real world” planners and managers who are currently coping with just the sort of situations Itami describes.Invisible assetsStrategic planningBusiness planningStrategic planning.Business planning.658.4012Itami Hiroyuki1945-144062Roehl Thomas W1805109MiAaPQMiAaPQMiAaPQBOOK9910963772903321Mobilizing invisible assets4353532UNINA