標(biāo)題: Titlebook: Harmony Versus Conflict in Asian Business; Managing in a Turbul Oliver H. M. Yau (Chair Professor),Raymond P. M. C Book 2007 Palgrave Macmi [打印本頁(yè)] 作者: morphology 時(shí)間: 2025-3-21 17:47
書目名稱Harmony Versus Conflict in Asian Business影響因子(影響力)
書目名稱Harmony Versus Conflict in Asian Business影響因子(影響力)學(xué)科排名
書目名稱Harmony Versus Conflict in Asian Business網(wǎng)絡(luò)公開(kāi)度
書目名稱Harmony Versus Conflict in Asian Business網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書目名稱Harmony Versus Conflict in Asian Business被引頻次
書目名稱Harmony Versus Conflict in Asian Business被引頻次學(xué)科排名
書目名稱Harmony Versus Conflict in Asian Business年度引用
書目名稱Harmony Versus Conflict in Asian Business年度引用學(xué)科排名
書目名稱Harmony Versus Conflict in Asian Business讀者反饋
書目名稱Harmony Versus Conflict in Asian Business讀者反饋學(xué)科排名
作者: scoliosis 時(shí)間: 2025-3-21 22:21 作者: impale 時(shí)間: 2025-3-22 02:21 作者: 比目魚 時(shí)間: 2025-3-22 07:33 作者: 榮幸 時(shí)間: 2025-3-22 10:38
2661-8435 nt era. It illustrates how diversity within East-West business is valuable to the development of new approaches in managing harmony for practitioners.978-1-349-36044-4978-0-230-59044-1Series ISSN 2661-8435 Series E-ISSN 2661-8443 作者: 截?cái)?nbsp; 時(shí)間: 2025-3-22 13:33 作者: 以煙熏消毒 時(shí)間: 2025-3-22 17:31 作者: 為現(xiàn)場(chǎng) 時(shí)間: 2025-3-22 23:38 作者: armistice 時(shí)間: 2025-3-23 01:40 作者: 現(xiàn)實(shí) 時(shí)間: 2025-3-23 06:15
Lena Croft,Shige Makinoe aspects. The arenas give teams a better overview and a sense of being empowered in using their veto right to stop overload of planned work. However, more detailed planning in every single team could cause less ability to switch work between teams and a sense of suffocation due to detailed routines and practices.作者: AIL 時(shí)間: 2025-3-23 12:44 作者: 荒唐 時(shí)間: 2025-3-23 15:40
John Kidd,Xue Li. Different logics for tailoring could be seen in the three cases. For deciding on a cadence for the planning period, three diverse logics were used as the basis for the decisions: knowledge, time, and resources.作者: 幸福愉悅感 時(shí)間: 2025-3-23 21:31
Che-Jen Su,Cheng-Chien Wangbjectives based on the product vision, conducting cross-functional workshops, shuttle diplomacy, and mission briefing. In addition, our review identified the “Behavioural Change Stairway Model” that suggests five steps to gain alignment by building empathy and a trustful relationship.作者: invert 時(shí)間: 2025-3-23 23:38 作者: 是比賽 時(shí)間: 2025-3-24 06:12 作者: 赦免 時(shí)間: 2025-3-24 09:12 作者: 河流 時(shí)間: 2025-3-24 12:18 作者: 負(fù)擔(dān) 時(shí)間: 2025-3-24 17:15 作者: Prophylaxis 時(shí)間: 2025-3-24 20:40 作者: 變量 時(shí)間: 2025-3-25 01:53
Sharon Moore and Julie Jie Wenn door’ policy of economic reform (Wen and Tisdell, 2001). While it is generally agreed that women’s social status improves when a society becomes more affluent, as in China, whether the gap in career opportunities between male and female remains, needs to be explored.作者: KIN 時(shí)間: 2025-3-25 04:58 作者: 植物群 時(shí)間: 2025-3-25 11:21
Trust One’s Alliance Partner? Maybe — Maybe Not! Preliminary Results of Recent Research in Chinawhich are anti-competitive. In this chapter, we concentrate on alliances that cross national boundaries, and are (presumably) set up to be of benefit to each party so as to increase their reach in one or more aspects of their joint business: specifically they will be alliances in mainland China, located in the southwest region.作者: 模仿 時(shí)間: 2025-3-25 15:13
Global Corporate Cultures: Issues of Shared Goals, Communication and Trust — Empirical Evidence fromagement of the headquarters and subsidiaries of European, Japanese and US multinationals. Participating multinational companies include BASF, Bertelsmann AG, Deutsche Post World Net (DHL/Danzas), Henkel, Lufthansa, Nestlé, Pfizer, Toyota and Volkswagen.作者: Repatriate 時(shí)間: 2025-3-25 16:41
not only as public events for hacking but also as a corporate mechanism for innovation. Hackathons are a way for established large-scale agile organizations to achieve increased employee wellbeing as well as being a curator for innovation and developing new products. The sudden transition to the wor作者: FAWN 時(shí)間: 2025-3-25 22:19
Oliver H. M. Yau,Raymond P. M. Chowle software development framework but how the transformation is carried out could be based on different sorts of logics. This paper investigates institutional logics at play in large-scale agile transformations. By studying two case organizations, the paper aims at improving our understanding of lar作者: 合唱隊(duì) 時(shí)間: 2025-3-26 00:19
not only as public events for hacking but also as a corporate mechanism for innovation. Hackathons are a way for established large-scale agile organizations to achieve increased employee wellbeing as well as being a curator for innovation and developing new products. The sudden transition to the wor作者: Dorsal 時(shí)間: 2025-3-26 06:10 作者: 激怒某人 時(shí)間: 2025-3-26 11:32 作者: ABHOR 時(shí)間: 2025-3-26 16:23 作者: 拋射物 時(shí)間: 2025-3-26 20:22 作者: 加花粗鄙人 時(shí)間: 2025-3-26 22:27
John Kidd,Xue Liies between teams, there is a need for routines to plan and divide work between teams as well as routines to manage emerging dependency issues. These routines are often changed over time, but how tailoring is performed is not much studied. This study aims to fill that gap by presenting the tailoring作者: acrophobia 時(shí)間: 2025-3-27 04:12 作者: 你敢命令 時(shí)間: 2025-3-27 08:49 作者: 殘忍 時(shí)間: 2025-3-27 09:31
tory requirements. The presented approach works adequately in small agile teams – independently of the underlying method such as Scrum, Kanban, etc. – and is scalable to more and bigger teams or even entire subsidiaries. It is based on a compliance and a quality risk dimension respectively. Both dim作者: 深陷 時(shí)間: 2025-3-27 15:10 作者: 一夫一妻制 時(shí)間: 2025-3-27 20:18
Wah-leung Cheung,Gerard Prendergastnge of applying these methods in large scale, organization-wide development. However, identifying to what extent certain factors influence success and failure of sustaining large-scale agile transformations remains unclear and there is a lack of theoretical frameworks to guide such investigations. B作者: semiskilled 時(shí)間: 2025-3-28 01:52 作者: 愉快么 時(shí)間: 2025-3-28 03:02 作者: 使害羞 時(shí)間: 2025-3-28 08:11 作者: EXTOL 時(shí)間: 2025-3-28 12:29 作者: Ringworm 時(shí)間: 2025-3-28 17:34
In Search of Harmonye most important is the transformation of its centrally planned economy into a market-oriented economy. Since China launched its open door policy in the late 1970s and actively pursued the development of a market-driven economy, numerous foreign companies have entered the market through the establis作者: LIEN 時(shí)間: 2025-3-28 22:14
Sharon Moore and Julie Jie Weneclared in Beijing, to a much more laissez-faire giant pursuing ‘socialism with Chinese characteristics’, a process that started in 1978 with the ‘open door’ policy of economic reform (Wen and Tisdell, 2001). While it is generally agreed that women’s social status improves when a society becomes mor作者: 小卷發(fā) 時(shí)間: 2025-3-29 01:07 作者: 牲畜欄 時(shí)間: 2025-3-29 07:09
The Role of Trust in Knowledge Managementby an information-intensive environment. Globalization and digitization with connectivity are two major forces that shape the recent knowledge-based competitive arena (Lang, 2001). Knowledge management in terms of creating and sharing knowledge is essential to fostering innovation and is the key cha作者: 蔓藤圖飾 時(shí)間: 2025-3-29 09:17 作者: LIMN 時(shí)間: 2025-3-29 12:56
Global Corporate Cultures: Issues of Shared Goals, Communication and Trust — Empirical Evidence fromying intercultural management processes within global companies. The research is keen to investigate comparatively the interaction between the top management of the headquarters and subsidiaries of European, Japanese and US multinationals. Participating multinational companies include BASF, Bertelsm作者: 大方一點(diǎn) 時(shí)間: 2025-3-29 19:21 作者: 惡名聲 時(shí)間: 2025-3-29 21:32 作者: ethnology 時(shí)間: 2025-3-30 03:33
