LEADER 03975nam 2200673Ia 450 001 9910963772903321 005 20200520144314.0 010 $a9780674038981 010 $a0674038983 024 7 $a10.4159/9780674038981 035 $a(CKB)1000000000805698 035 $a(EBL)3300704 035 $a(SSID)ssj0000203854 035 $a(PQKBManifestationID)11208781 035 $a(PQKBTitleCode)TC0000203854 035 $a(PQKBWorkID)10175479 035 $a(PQKB)10582896 035 $a(Au-PeEL)EBL3300704 035 $a(CaPaEBR)ebr10331290 035 $a(OCoLC)923115916 035 $a(DE-B1597)574427 035 $a(DE-B1597)9780674038981 035 $a(MiAaPQ)EBC3300704 035 $a(OCoLC)1262307731 035 $a(Perlego)1132926 035 $a(EXLCZ)991000000000805698 100 $a20001102d1991 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMobilizing invisible assets /$fHiroyuki Itami with Thomas W. Roehl 205 $a1st Harvard University Press pbk. ed. 210 $aCambridge, MA $cHarvard University Press$dc1991 215 $a1 online resource (200 p.) 300 $aOriginally published: Cambridge, MA : Harvard University Press, 1987. 311 08$a9780674577701 311 08$a0674577701 311 08$a9780674577718 311 08$a067457771X 320 $aIncludes bibliographical references (p. [175]-[179]) and index. 327 $a""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"" 330 $aSuccessful 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. 517 3 $aInvisible assets 606 $aStrategic planning 606 $aBusiness planning 615 0$aStrategic planning. 615 0$aBusiness planning. 676 $a658.4012 700 $aItami$b Hiroyuki$f1945-$0144062 701 $aRoehl$b Thomas W$01805109 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910963772903321 996 $aMobilizing invisible assets$94353532 997 $aUNINA