Don't Blame the Tools
Those managing organisations are often criticised for being ‘faddish’ in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is ‘flavour of the month’. This research-based report presents an in-depth account and ana...
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| Định dạng: | Sách |
| Ngôn ngữ: | English |
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Elsevier
2011
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| Truy cập trực tuyến: | http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/26030 |
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dlu-DLU123456789-260302011-09-28T01:48:03Z Don't Blame the Tools Daniel, Elizabeth Myers, Andrew Dixon, Keith Business Those managing organisations are often criticised for being ‘faddish’ in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is ‘flavour of the month’. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. 2011-09-28T01:04:57Z 2011-09-28T01:04:57Z 2009 Book 978-1-85617-682-8 http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/26030 en application/rar Elsevier |
| institution |
Trường Đại học Đà Lạt |
| collection |
DSpace |
| language |
English |
| topic |
Business |
| spellingShingle |
Business Daniel, Elizabeth Myers, Andrew Dixon, Keith Don't Blame the Tools |
| description |
Those managing organisations are often criticised for being ‘faddish’ in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is ‘flavour of the month’. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. |
| format |
Book |
| author |
Daniel, Elizabeth Myers, Andrew Dixon, Keith |
| author_facet |
Daniel, Elizabeth Myers, Andrew Dixon, Keith |
| author_sort |
Daniel, Elizabeth |
| title |
Don't Blame the Tools |
| title_short |
Don't Blame the Tools |
| title_full |
Don't Blame the Tools |
| title_fullStr |
Don't Blame the Tools |
| title_full_unstemmed |
Don't Blame the Tools |
| title_sort |
don't blame the tools |
| publisher |
Elsevier |
| publishDate |
2011 |
| url |
http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/26030 |
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AT danielelizabeth dontblamethetools AT myersandrew dontblamethetools AT dixonkeith dontblamethetools |
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