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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Những tác giả chính:	Daniel, Elizabeth, Myers, Andrew, Dixon, Keith
Định dạng:	Sách
Ngôn ngữ:	English
Được phát hành:	Elsevier 2011
Những chủ đề:	Business
Truy cập trực tuyến:	http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/26030
Các nhãn:	Thêm thẻ Không có thẻ, Là người đầu tiên thẻ bản ghi này!

Thư viện lưu trữ:	Thư viện Trường Đại học Đà Lạt

id	oai:scholar.dlu.edu.vn:DLU123456789-26030
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spelling	oai:scholar.dlu.edu.vn: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	Thư viện Trường Đại học Đà Lạt
collection	Thư viện số
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
_version_	1757666004143439872

Don't Blame the Tools

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