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Books on the topic 'Flexibility strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 February 2022

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1

Barker, Christopher Paul. Securing flexibility through the labour strategy. Wolverhampton Polytechnic, 1989.

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2

Real options: Managerial flexibility and strategy in resource allocation. MIT Press, 1996.

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3

Hunt, M. Strategic flexibility in a globally competitive environment. University College Dublin, 1993.

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4

Wang, Yonggui, and Richard Li-Hua. Marketing Competences and Strategic Flexibility in China. Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230288607.

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5

Strategic flexibility: A management guide for changing times. Lexington Books, 1985.

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6

Lang, J. W. Competencies, modularisation and alliances: (a case of achieving strategic flexibility). Judge Institute, 1996.

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7

Leonardi, Laura, ed. Flessicurezza/Flexiseguridad. Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-097-6.

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The strategy of flexicurity was adopted as a model by the European Union and proposed to all the Member States as a solution for addressing the challenges connected with the competitiveness and instability of the markets, with a view to enhancing employment levels and maintaining social cohesion. The various contributions in this book analyse the concept of flexicurity and its effective feasibility in different institutional contexts, in particular Italy and Spain and – at regional level – in Tuscany and Catalonia. The consequence of the variety of employment and social security models is that

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8

Arvan, Lanny David. Flexibility versus commitment in strategic trade policy under uncertainty: A model of endogenous policy leadership. College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, 1990.

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9

Garofalo, Giuseppe, ed. Capitalismo distrettuale, localismi d'impresa, globalizzazione. Firenze University Press, 2008. http://dx.doi.org/10.36253/978-88-8453-605-1.

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From the late Sixties on, industrial development in Italy evolved through the spread of small and medium sized firms, aggregated in district networks, with an elevated propensity to enterprise and the marked presence of owner-families. Installed within the local systems, the industrial districts tended to simulate large-scale industry exploiting lower costs generated by factors that were not only economic. The districts are characterised in terms of territorial location (above all the thriving areas of the North-east and Centre) and sector, since they are concentrated in the "4 As" (clothing-f

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10

Employers Guide to Family Friendly Flexibility. Bookboon.com, 2013.

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11

Trigeorgis, Lenos. Real Options: Managerial Flexibility and Strategy in Resource Allocation. MIT Press, 1996.

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12

Gann, David M., Andrew Davies, and Mark Dodgson. Innovation and Flexibility in Megaprojects. Edited by Bent Flyvbjerg. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198732242.013.15.

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This chapter examines how organizations responsible for three UK megaprojects—Heathrow Terminal 5, London 2012 Olympics, and Crossrail—have made significant efforts to create a more innovative and flexible delivery model. This new approach recognizes that over the life of a megaproject, new and unexpected options for delivering it will emerge, including opportunities to take advantage of innovative new practices, processes, and efficiencies made possible by new technology. Drawing upon strategy literature and empirical research conducted between 2005 and 2015, five dynamic capabilities or stra

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13

Abdullah, Haim Hilman, and Narentheren Kaliappen. Strategy execution for performance excellence. UUM Press, 2017. http://dx.doi.org/10.32890/9789670876993.

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Strategy Execution for Performance Excellence is a strategic book that is meant for two target groups.The first is for students studying management and business administration; both at undergraduate and postgraduate levels, where it is meant to be used as a capstone course after the students have been exposed to the various functioning areas of management.The second is for readers and practitioners who seek essential knowledge on strategic management.The book can help to understand the right strategy execution and confront the indeed main challenges you face in implementing strategies.This boo

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14

Cowhey, Peter F., and Jonathan D. Aronson. Strategy and International Governance Regimes. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190657932.003.0005.

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Regime theory and policy precedents are used to propose a strategy for international governance reform. Bargaining issues tied to international “coordination” and “cooperation” are contrasted, suggesting a strategy to link coordination and cooperation mechanisms to reduce policy frictions. A regime design that relies on achieving a minimum baseline of authoritative international agreements mixing “soft” and “hard” government commitments is proposed. Soft rules are binding on governments, creating specific policy capabilities, not narrowly defining solutions. These baseline agreements reinforce

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15

Harrigan, Kathryn Rudie. Strategic Flexibility. Free Press, 2007.

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16

Volberda, Henk W. Strategic Flexibility Creating Dynamic Competitive Advantages. Oxford University Press, 2006. http://dx.doi.org/10.1093/oxfordhb/9780199275212.003.0031.

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17

Modularity, Strategic Flexibility, and Knowledge Management. Oxford University Press, USA, 2007.

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18

(Editor), Gary Hamel, C. K. Prahalad (Editor), Howard Thomas (Editor), and Don O'Neal (Editor), eds. Strategic Flexibility: Managing in a Turbulent Environment. Wiley, 1999.

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19

Prahalad, C. K., Howard Thomas, Gary Hamel, and Donald E. O'Neal. Strategic Flexibility: Managing in a Turbulent Environment. Wiley & Sons, Incorporated, John, 2012.

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20

Strategic Flexibility: Managing in a Turbulent Environment. Wiley & Sons, Incorporated, John, 2000.

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21

Sushil and Sanjay Dhir. Cases in Strategic Management: A Flexibility Perspective. Springer, 2019.

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22

Marketing Competences and Strategic Flexibility in China. Palgrave Macmillan, 2007.

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23

Gary, Hamel, and International Strategic Management Society Conference (16th : 1996 : Phoenix, Ariz.), eds. Strategic flexibility: Managing in a turbulent environment. Wiley, 1998.

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24

Baldi, Francesco. Options in Alliances: Valuing Flexibility in Inter-Firm Collaborations. Springer, 2012.

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25

Hunter, Samuel T., Brett H. Neely, and Melissa B. Gutworth. Selection and Team Creativity. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190222093.003.0010.

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The growth and application of teams in organizations have left decision makers, Human Resources professionals, and hiring managers with the difficult and complex task of how to best hire individuals that will thrive in a team-based environment. When paired with the unique challenges surrounding what is required to develop and implement novel ideas, hiring for innovative team members becomes an even more daunting task. In this chapter, we highlight key challenges to recognize when hiring for team innovation and offer solutions, when available, to meet these challenges. We conclude with recommen

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26

Succi, Sauro. Out of Legoland: Geoflexible Lattice Boltzmann Equations. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199592357.003.0023.

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The LBEs discussed to this point lag behind “best in class” Computational Fluid Dynamics (CFD) methods for the simulation of fluid flows in realistically complicated geometries, such as those presented by most industrial devices. This traces back to the constraint of working along the light-cones of a uniform spacetime. Various methods have been proposed to remedy this unsatisfactory state of affairs. Among others, a natural strategy is to acquire geometrical flexibility from well-established techniques which can afford it, namely Finite Volumes (FV), Finite Differences (FD) and Finite Element

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27

Cowhey, Peter F., and Jonathan D. Aronson. Digital DNA. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190657932.001.0001.

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Digital DNA identifies how the disruption of digital information and production technologies transforms how companies and national economies are innovating. Wisely guiding this transformation is an enormous challenge because innovation promotes global economic prosperity. Economic tensions and market surprises are inevitable. Part I reviews the challenges we face and argues that national and international policies require experimentation and flexibility to address them. The case studies in Part III probe issues tied to the rise of cloud computing and transborder data flows, international colla

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28

Ferreira da Silva, Álvaro, and Pedro Neves. Portugal. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198717973.003.0013.

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Business groups emerged in Portugal in the late nineteenth century amid nascent industrialization and revealing strong ties to colonial business. Economic nationalism, corporatism, and the decreasing importance of colonies nurtured different business groups in the aftermath of the Great Depression: increasingly diversified while oriented to the domestic market; inward-looking and with large capital shares in affiliate firms; internalizing corporate finance in intra-group capital flows. Everything changed dramatically in 1975, when large industrial and financial groups were nationalized. When t

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29

Air University (U.S.). Press, ed. Adapting strategic aircraft assets to a changing world: Technology insertion to provide flexibility. Air University Press, 1994.

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30

Lanius, David. Strategic Indeterminacy in the Law. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190923693.001.0001.

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Indeterminacy in legal texts is pervasive.At the same time, there is a widespread misunderstanding about what indeterminacy is - especially in the law. Legal texts are particularly interesting insofar as they address a heterogeneous audience, are applied in a variety of unforeseeable circumstances and must, at the same time, lay down clear and unambiguous standards.Sometimes they fail to do so, either by accident or by intention.While many have claimed that indeterminacy facilitates flexibility and can be strategically used, few have even recognized that there are more forms of indeterminacy t

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31

Valmisa, Mercedes. Adapting. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197572962.001.0001.

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Philosophy of action in the context of Classical China is radically different from its counterpart in the contemporary Western philosophical narrative. Classical Chinese philosophers began from the assumption that relations are primary to the constitution of the person, hence acting in the early Chinese context necessarily is interacting and co-acting along with others—human and nonhuman actors. This book is the first monograph dedicated to the exploration and rigorous reconstruction of an extraordinary strategy for efficacious relational action devised by Classical Chinese philosophers in ord

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32

Bhagat, Rabi S. Structuring the Global Organization. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190241490.003.0004.

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To implement their strategies on a global scale, global organizations must design appropriate structures that take into account the demands and complexities of their changing environments, such as the diversity of offerings/businesses as a function of the geographical region in which the firm operates. The strategic role of subsidiaries and how they integrate into the overall system have changed and should be considered in the design of the firm—especially the kind of flexibility needed in managing vertical and lateral flows of information as well as integration of various functions. This chap

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33

Weyland, Kurt. Populism. Edited by Cristóbal Rovira Kaltwasser, Paul Taggart, Paulina Ochoa Espejo, and Pierre Ostiguy. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198803560.013.2.

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This article criticizes economic, discursive, and ideological definitions of populism and advocates and further develops a political-strategic conceptualization. The resulting definition emphasizes personalistic leadership that rests on direct, unmediated, uninstitutionalized support from large masses of mostly unorganized followers. This definition captures the flexibility and opportunism of populism and accounts for the striking volatility of populists’ political fate. The article offers a clear distinction between populism and fascism and introduces a gradated conceptualization of populism

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34

Mohan, C. Raja. Foreign Policy after 1990. Edited by David M. Malone, C. Raja Mohan, and Srinath Raghavan. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780198743538.013.10.

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Four broad themes in India’s foreign policy since 1990 are analysed in this chapter: restructuring of great power relations, reconnecting to the extended neighbourhood, recasting the South Asian policy, and rethinking some of the core concepts like non-alignment. Liberated from the Cold War constraints and in search of capital, technology, and markets in the reform era, India intensified the engagement with the West without abandoning its traditional Russian partnership. It began to rebuild its economic and political ties to the extended neighbourhood, injected greater flexibility into its eng

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35

Guest, David E. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0007.

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This article reveals two ‘ideal type’ approaches to HRM that address the issue of control of workers in rather different ways. The ‘high-commitment’ model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The ‘performance management’ model allows managers to retain control and uses HR practices as a means of directing workers' efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate element

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36

Thompson, Paul, and Bill Harley. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0008.

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This article argues that there are at least three core claims to which most scholars of HRM subscribe. The first is that major changes in the nature of the environment in which organizations operate have placed pressure on organizations to be more strategic in their management of employees. This is the familiar view that most organizations are now operating in increasingly global, competitive, and volatile markets in which they must be flexible and able to develop unique products and services which are not easily imitable. Whilst some sector differentiation is made, according to most of the HR

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37

Farnham, Nicholas H., and Adam Yarmolinsky, eds. Rethinking Liberal Education. Oxford University Press, 1996. http://dx.doi.org/10.1093/oso/9780195097726.001.0001.

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Liberal education has always had its share of theorists, believers, and detractors, both inside and outside the academy. The best of these have been responsible for the development of the concept, and of its changing tradition. Drawn from a symposium jointly sponsored by the Educational Leadership program and the American Council of Learned Societies, this work looks at the requirements of liberal education for the next century and the strategies for getting there. With contributions from Leon Botstein, Ernest Boyer, Howard Gardner, Stanley Katz, Bruce Kimball, Peter Lyman, Susan Resneck Pierc

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