- importsource = "00178012-1995-02.TXT"
- Artículo:
HBR Case Study. Entrepreneur Gordon Johnston has enjoyed 15 years of success with his elite Transition fitness clubs. Now that competitors are offering similar but lower-priced packages and Transition's membership is aging, Gordon fears the company is losing its edge.
- Autor:
Gordon Johnston
- Página:
22
- Publicación:
Harvard Business Review
- Volúmen:
73
- Número:
2
- Periodo:
Marzo-Abril 1995
- ISSN:
00178012
- SrcID:
00178012-1995-02.TXT
- Documento número 1609609
- Actualizado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Enlace directo
- Artículo:
World View. Poland's 1990 reform plan tried to restructure state enterprises as a way to create a free-market economy. In "Starting Over: Poland After Communism", Simon Johnson and Gary Love man show that, although the program fell short of its goal, it unexpectedly nourished a spirit of entrepreneurship, transforming Poland.
- Autor:
Simon Johnson
Gary Love
- Página:
44
- Publicación:
Harvard Business Review
- Volúmen:
73
- Número:
2
- Periodo:
Marzo-Abril 1995
- ISSN:
00178012
- SrcID:
00178012-1995-02.TXT
- Documento número 1609610
- Actualizado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:48 p. m.
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- Artículo:
In July 1991, Lawrence A. Bossidy became chairman and CEO of Allied Signal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-and-burn turnaround: head count has been reduced, assets have been sold, restructurings have occurred, and earnings and market value have risen dramatically.
- Página:
68
- Publicación:
Harvard Business Review
- Volúmen:
73
- Número:
2
- Periodo:
Marzo-Abril 1995
- ISSN:
00178012
- SrcID:
00178012-1995-02.TXT
- Documento número 1609611
- Actualizado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:48 p. m.
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- Artículo:
A problem facing managers in the 1990s is how to exercise adequate control in organizations that demand flexibility, innovation, and creativity. Competitive businesses with demanding and informed customers must rely on employees' initiatives to seek out opportunities and respond to customers' needs. But pursuing those opportunities sometimes exposes businesses to excessive risk or invites behaviors that can severely damage the integrity of the company.
- Página:
80
- Publicación:
Harvard Business Review
- Volúmen:
73
- Número:
2
- Periodo:
Marzo-Abril 1995
- ISSN:
00178012
- SrcID:
00178012-1995-02.TXT
- Documento número 1609612
- Actualizado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:48 p. m.
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- Artículo:
Most corporate failures result from a few flawed decisions rather than outright competence. Yet most corporate governance systems allow the board or shareholders to speak up or step in only when managers have clearly failed.
- Página:
89
- Publicación:
Harvard Business Review
- Volúmen:
73
- Número:
2
- Periodo:
Marzo-Abril 1995
- ISSN:
00178012
- SrcID:
00178012-1995-02.TXT
- Documento número 1609613
- Actualizado el lunes, 13 de marzo de 2023 12:01:48 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:48 p. m.
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