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Titlebook: Crisis Management in Chinese Organizations; Benefiting from the Ruth Alas (Professor),Junhong Gao (Researcher) Book 2012 Palgrave Macmilla

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樓主: 惡化
21#
發(fā)表于 2025-3-25 06:46:58 | 只看該作者
Flugzeuge in der Kreislaufwirtschaft of the new millennium. Together, both countries have experienced the socialist centrally-planned economy; however, the reasons were different. During the past few decades, both countries have gone through significant change processes in trying to transform their Soviet-type bureaucratic systems int
22#
發(fā)表于 2025-3-25 09:39:59 | 只看該作者
Flugzeuge in der Kreislaufwirtschaftmpany. Case 2 explains how a manufacturer successfully handled a reputational crisis. Case 3 records how a technology and engineering company strove for survival during an economic crisis. The study of different crisis cases in Chinese companies may help enterprises to gain experience and prepare fo
23#
發(fā)表于 2025-3-25 11:55:36 | 只看該作者
Die unsichtbaren Geldverteiler*innenmanagement skills. They have recognized that quick reactions, collaboration, and corporation social responsibility (CSR) are useful for dealing with crises. However, Chinese managers put the least emphasis on motivating employees during crisis situations. Communication with others for dealing with c
24#
發(fā)表于 2025-3-25 18:26:04 | 只看該作者
25#
發(fā)表于 2025-3-25 21:30:33 | 只看該作者
https://doi.org/10.1057/9780230363168change management; China; crisis management; innovation; innovation management; management; organization; o
26#
發(fā)表于 2025-3-26 03:23:25 | 只看該作者
27#
發(fā)表于 2025-3-26 04:41:10 | 只看該作者
examples from Chinese companies and how they contribute to better crisis management not only in Chinese organizations, but also in organizations from other countries..978-1-349-32385-2978-0-230-36316-8
28#
發(fā)表于 2025-3-26 10:25:17 | 只看該作者
29#
發(fā)表于 2025-3-26 15:55:45 | 只看該作者
30#
發(fā)表于 2025-3-26 19:46:01 | 只看該作者
Flugzeuge in der Kreislaufwirtschaft management process: “establishing the need for change” according to Galpin (1996). At the same time crisis-driven changes tend not to last (Murray and Richardson, 2002). The research question here is how to make such changes last and avoid future crises.
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