Table of contents
When worlds collide: culture clash: Forging new territory – people challenges of emerging markets
Liz Fealy, Dave KompareLooks at the often overlooked dangers of an international M&A – differences in culture. From employment law, government regulations, political and cultural considerations, the…
When worlds collide: culture clash: Corporate culture – illuminating the black hole
Jerry WantIn this second cover story the author explores the pitfalls of not understanding the difference in corporate culture between merging parties. Highlights a number of examples of…
Management span of control: how wide is too wide?
Barbara DavisonA director at the Saratoga Institute provides some thoughts on the ideal ratio of managers to staff and gives a formula to allow the reader to perform their own caclulations.
Managing the relationship portfolio
Alan Eilles, Matt Bartels, Barry BrunsmanUsing a case study of BP the authors explore the management of the relationship portfolio using a technique developed by Deloitte Consulting.
Why companies flunk supply‐chain 101: only 33 percent correctly measure supply‐chain performance; few use the right incentives
Miles Cook, Russ HageyA consultant with Greenwich Partners based in New York looks at the often overlooked human factor in security infrastructures.
Beyond technology – The human factor in business systems
Christine M. OrsheskyLooks at where companies go wrong in measuring supply chain performance. Gives a number of examples of those who are doing it right.
ISSN:
0275-6668Renamed from:
Business Strategy SeriesOnline date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Ms Nanci Healy