- importsource = "00178012-2002-01.txt"
- Artículo:
Forethought. HBR explains why it’s time to change the way your call center operates, challenges the hegemony of corporate shareholders, talks to Boston College’s basketball coach Al Skinner about turning around teams, describes what it takes to make a business consortium succeed, and reviews four recent business books.
- Página:
16
- Publicación:
Harvard Business Review
- Volúmen:
80
- Número:
1
- Periodo:
Enero 2002
- ISSN:
00178012
- SrcID:
00178012-2002-01.txt
- Documento número 1609921
- Actualizado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Enlace directo
- Artículo:
HBR Case Study. Bob’s Meltdown. There’s big trouble at Concord Machines. Bob Dunn, head of Concord’s most profitable business unit, just blew his top at Annette Innella, a new executive brought in to lead the company’s knowledge management initiative. CEO Jay Nguyen doesn’t want to lose either of them at least he doesn’t think he does. What should he do about his star manager’s tantrum?
- Autor:
Nicholas G. Carr
- Página:
25
- Publicación:
Harvard Business Review
- Volúmen:
80
- Número:
1
- Periodo:
Enero 2002
- ISSN:
00178012
- SrcID:
00178012-2002-01.txt
- Documento número 1609922
- Actualizado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Enlace directo
- Artículo:
Saving the Business Without Losing the Company. Nissan was in a do-or-die situation: turn the business around or cease to exist. How did Carlos Ghosn, a non-Nissan, non-Japanese outsider, do it? By respecting the identity of the company even as he challenged employees to overturn deep-seated traditions.
- Autor:
Carlos Ghosn
- Página:
37
- Publicación:
Harvard Business Review
- Volúmen:
80
- Número:
1
- Periodo:
Enero 2002
- ISSN:
00178012
- SrcID:
00178012-2002-01.txt
- Documento número 1609923
- Actualizado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Enlace directo
- Artículo:
HBR at Large. How Snapple Got Its Juice Back. Company builds brand. Company sells brand. New owner destroys brand, selling it at a staggering $1.4 billion loss. The next owner cashes in, restoring a billion dollars in value in a mere tree years. This is the story of the Snapple brand. And in its rise and fall and subsequent rebirth are powerful and unexpected lessons for brand managers.
- Autor:
John Deighton
- Página:
47
- Publicación:
Harvard Business Review
- Volúmen:
80
- Número:
1
- Periodo:
Enero 2002
- ISSN:
00178012
- SrcID:
00178012-2002-01.txt
- Documento número 1609924
- Actualizado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Enlace directo
- Artículo:
Leading in Times of Trauma. The managerial handbooks fail us when disaster strikes. After all, you can’t eliminate personal suffering, nor can you ask employees who are dealing with crises to check their emotions at the door. But you can facilitate healing by unleashing organizational compassion, spreading it to every corner, and managing its impact.
- Página:
54
- Publicación:
Harvard Business Review
- Volúmen:
80
- Número:
1
- Periodo:
Enero 2002
- ISSN:
00178012
- SrcID:
00178012-2002-01.txt
- Documento número 1609925
- Actualizado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Creado el lunes, 13 de marzo de 2023 12:01:50 p. m.
- Enlace directo
