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Pagina 276
These elements result in a culture which similar to Silicon Valley ( 4 ) : Failure /
Success Culture – A culture rewards entrepreneurial risks and does not penalize
failure . This element is missing in many other cultures like Japan , Germany and
...
These elements result in a culture which similar to Silicon Valley ( 4 ) : Failure /
Success Culture – A culture rewards entrepreneurial risks and does not penalize
failure . This element is missing in many other cultures like Japan , Germany and
...
Pagina 345
Quinn and Kimberly ( 1984 ) have observed that the competing values model can
be used to " explore the deep structures of organizational culture , the basic
assumptions that are made about such things as the means to compliance ,
motives ...
Quinn and Kimberly ( 1984 ) have observed that the competing values model can
be used to " explore the deep structures of organizational culture , the basic
assumptions that are made about such things as the means to compliance ,
motives ...
Pagina 1
A COOPERATIVE AND COMPETITIVE CORPORATE CULTURE PROMOTES
SELLING INNOVATION : A CASE STUDY OF ORIX CORPOATION Makoto
Matsuo , Okayama Shoka University Takashi Kusumi , Tokyo Institute of
Technology Fig .
A COOPERATIVE AND COMPETITIVE CORPORATE CULTURE PROMOTES
SELLING INNOVATION : A CASE STUDY OF ORIX CORPOATION Makoto
Matsuo , Okayama Shoka University Takashi Kusumi , Tokyo Institute of
Technology Fig .
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Inhoudsopgave
Management of Technology | 1 |
Evidence | 7 |
Multisensor Optoelectronics System | 15 |
Copyright | |
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activities allow analysis application approach areas associated benefits client communication companies competitive complete concept considered corporate cost create culture cycle decision defined described detailed determine economic effective Engineering enterprise environment example existing expected experience factors firms focus function goals ideas identified implementation important improvement increase individual industry information system initial innovation integration interaction internal investment involved issues Italy knowledge learning manufacturing means measures method Object operations organization organizational performance planning positive possible practices present problems product development requirements responsibility Review role sharing shows specific stage strategy structure success suppliers Table task technical understanding units University variables