Organization theory and design:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cincinnati, Ohio
South-Western College Publ.
2001
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 633 S. Ill., graph. Darst. |
| ISBN: | 0324021003 |
Internformat
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| 264 | 1 | |a Cincinnati, Ohio |b South-Western College Publ. |c 2001 | |
| 300 | |a XV, 633 S. |b Ill., graph. Darst. | ||
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| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Organisatietheorie |2 gtt | |
| 650 | 4 | |a Organization | |
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Datensatz im Suchindex
| _version_ | 1804129153442643968 |
|---|---|
| adam_text | Titel: Organization theory and design
Autor: Daft, Richard L.
Jahr: 2001
? ? t e ? t s
Preface
PARTI
INTRODUCTION TO ORGANIZATIONS......................... 1
CHAPTER 1
ORGANIZATIONS AND ORGANIZATION THEORY................. 2
A Look Inside International Business Machines Corporation .................. 3
Organization Theory in Action................................. 6
Topics 6 · Current Challenges 7
Book Mark 1.0 New Rules for the New Economy: 10 Radical Strategies for a Connected World 8
Purpose of This Chapter 11
What Is an Organization.................................... 12
Definition 12 · Importance of Organizations 12
Organizations as Systems.................................... 14
Open Systems 14 · Organizational Configuration 15
Dimensions of Organization Design .............................. 16
Structural Dimensions 17 · Contextual Dimensions 18
In Practice 1.1 W L.Gore Associates............................. 20
The Evolution of Organization Theory and Design....................... 21
History 21 · The Changing Paradigm of Organization Design 24 · Efficient Performance
Versus the Learning Organization 25
Taking the Lead Cisco Systems: Writing the Rules for the New World of Business........ 29
The Role of Organization Theory and Design ......................... 30
In Practice 1.2 Cementos Mexicanos.............................. 30
Framework for the Book.................................... 31
Levels of Analysis 31 · Plan of the Book 33 · Plan of Each Chapter 33
Summary and Interpretation.................................. 35
Chapter 1 Workbook Measuring Dimensions of Organizations.................. 37
Case for Analysis SS Technologies Inc. (A)—Introduction.................... 38
Case for Analysis SS Technologies Inc. (D)—Organizational Design............... 40
PART 2
ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN ............ 47
CHAPTER 2
STRATEGY, ORGANIZATION DESIGN, AND EFFECTIVENESS........... 48
A Look Inside Danone Group................................. 49
Top Management Strategic Direction.............................. 50
Book Mark 2.0 Competing on the Edge: Strategy as Structured Chaos ............. 52
Organizational Purpose..................................... 52
Mission 53 · Operative Goals 53 · Importance of Goals 55 · Summary 57
Taking the Lead Shooting for the Stars............................. 57
Organizational Strategies and Design.............................. 57
Porter s Competitive Strategies 58
In Practice 2.1 Starbucks Coffee Co............................... 58
Miles and Snow s Strategy Typology 60 · How Strategies Affect Organization Design 61 ·
Other Factors Affecting Organization Design 63
Organizational Effectiveness .................................. 64
Contingency Effectiveness Approaches ................,·.-.·. ¦·* .·,— »- · - -~.«* 64* -?
Goal Approach 65 ;, ¦* · . . ;; ¦
In Practice 2.2 White House Office of National Drug Control Policy......,..-......... 67
-*? ?- *5 ^111
Contents
Resource-Based Approach 67 · Internal Process Approach 68
Balanced Effectiveness Approaches ............................... 69
Stakeholder Approach 69
In Practice 2.2 Delta Air Lines................................. 70
Competing Values Approach 71
Summary and Interpretation.................................. 73
Chapter Two Workbook Identifying Company Goals and Strategies ............... 76
Case for Analysis The University Art Museum......................... 76
Case for Analysis Airstar, Inc.................................. 79
Chapter Two Workshop Competing Values and Organizational Effectiveness ........... 80
CHAPTER 3
FUNDAMENTALS OF ORGANIZATION STRUCTURE................ 84
A Look Inside NeoData.................................... 85
Organization Structure..................................... 86
Information-Processing Perspective on Structure ........................ 87
Vertical Information Linkages 88 · Horizontal Information Linkages 89
In Practice 3.1 American Standard Companies......................... 92
Organization Design Alternatives................................ 94
Defined Work Activities 94 · Reporting Relationships 94 · Departmental Grouping
Options 95
Functional, Divisional, and Geographical Designs........................ 96
Functional Structure 96
In Practice 3.2 Blue Bell Creameries, Inc............................ 97
Functional Structure with Horizontal Linkages 98 Divisional Structure 99
In Practice 3.3 Microsoft Corp................................. 100
Geographical Structure 101
Matrix Structure........................................ 102
Conditions for the Matrix 103 · Strengths and Weaknesses 104
In Practice 3.4 Worldwide Steel ................................ 105
Horizontal Structure...................................... 106
Book Mark 3.0 The Boundaryless Organization: Breaking the Chains of Organizational Structure 108
Characteristics 108
In Practice 3.5 Xerox ..................................... 110
Strengths and Weaknesses 110
Hybrid Structure........................................ 112
Applications of Structural Design................................ 114
Structural Contingencies 114 · Structural Alignment 115 · Symptoms of Structural
Deficiency 115
Summary and Interpretation.................................. 116
Chapter 3 Workbook You and Organization Structure...................... 119
Case for Analysis C C Grocery Stores, Inc.......................... 119
Case for Analysis Aquarius Advertising Agency......................... 122
PART 3
OPEN SYSTEM DESIGN ELEMENTS .......................... 127
CHAPTER 4
THE EXTERNAL ENVIRONMENT ........................... 128
A Look Inside Barnes Noble ................................ 129
The Environmental Domain.................................. 130
Task Environment 131 · General Environment 132 · International Context 133
In Practice 4.1 Wal-Mart.................................... 135
Environmental Uncertainty................................... 136
Simple-Complex Dimension 136 · Stable-Unstable Dimension 137 · Framework 137
Adapting to Environmental Uncertainty ............................ 139
Positions and Departments 139 * Buffering and Boundary Spanning 139
Book Mark 4.0 Open Boundaries: Creating Business Innovation Through Complexity..... 140
In Practice 4.2 Tommy Hilfiger ................................ 142
Differentiation and Integration 142 · Organic Versus Mechanistic Management Processes 144
Contents
Taking the Lead Rowe Furniture Company .......................... 145
Planning and Forecasting 146
Framework for Organizational Responses to Uncertainty.................... 146
Resource Dependence..................................... 146
Controlling Environmental Resources............................. 148
Establishing Interorganizational Linkages 148
In Practice 4.3 Toshiba..................................... 151
Controlling the Environmental Domain 151 · Organization-Environment integrative
Framework 154
Summary and Interpretation.................................. 155
Chapter 4 Wforkbook Organizations You Rely On........................ 157
Case for Analysis The Paradoxical Twins: Acme and Omega Electronics............. 158
CHAPTER 5
INTERORGANIZATIONAL RELATIONSHIPS..................... 164
A Look Inside Cisco Systems.................................. 165
Organizational Ecosystems................................... 166
Is Competition Dead? 167 · The Changing Role of Management 167
Book Mark 5.0 The Trillion-Dollar Enterprise: How the Alliance Revolution Will Transform
Global Business ........................................ 169
Interorganizational Framework 170
Resource Dependence..................................... 171
Resource Strategies 171 · Power Strategies 172
Collaborative Networks .................................... 172
International Origins 173
In Practice S.I Toyota Motor Corporation........................... 174
From Adversaries to Partners 174
In Practice 5.2 Empire Equipment Company.......................... 176
Population Ecology ...................................... 177
Taking the Lead Volkswagen.................................. 177
Organizational Form and Niche 179 · Process of Ecological Change 180 · Strategies
for Survival 181
In Practice 5.3 Charles Schwab Corp.............................. 182
Institutionalism......................................... 182
Institutional Similarity 184
Summary and Interpretation.................................. 186
Chapter 5 Workbook Management Fads............................. 189
Case for Analysis Hugh Russel, Inc............................... 189
Chapter 5 Workshop Ugli Orange Case............................. 192
CHAPTER 6
MANUFACTURING AND SERVICE TECHNOLOGIES................. 198
A Look Inside French Rags .................................. 199
Organization-Level Manufacturing Technology......................... 201
Manufacturing Firms 201
In Practice 6. t Northeast Utilities and Boston Edison Company ................ 204
Computer Integrated Manufacturing 205
Book Mark 6.0 Lean Thinking: Banish Waste and Create Wealth in Your Corporation...... 206
Organization-Level Service Technology............................. 209
Service Firms 210
Taking the Lead Deere Co.................................. 211
In Practice 6.2 Capital Protection Insurance Services...................... 212
Designing the Service Organization 213
Departmental Technology ................................... 214
Variety 214 · Analyzability 214 · Framework 215
Department Design ...................................... 217
In Practice 6.3 M*A*S*H Versus E.R. ........................... 219
Workflow Interdependence Among Departments........................ 219
Types 219 ? Structural Priority 221 · Structural Implications 222
In Practice 6.4 Athletic Teams . . . *.............................. 223
Contents
Impact of Technology on Job Design.............................. 224
Job Design 224 · Sociotechnical Systems 225
Summary and Interpretation.................................. 227
Chapter 6 Workbook Bistro Technology............................. 229
Case for Analysis Acetate Department............................. 231
CHAPTER 7
INFORMATION TECHNOLOGY AND KNOWLEDGE MANAGEMENT....... 238
A Look Inside Weyerhaeuser Company............................. 239
Information Technology Evolution............................... 240
Operations and Business Resource Applications 241 · Information Technology
as a Strategic Weapon 243
In Practice 7.1 Turner Industries Ltd.............................. 245
Strategic Use of Information Technology............................ 245
Low-Cost Leadership 246 · Differentiation 247
In Practice 7.2 Nike, Inc.................................... 249
E-commerce 249
New Options for Organization Design............................. 251
Dynamic Network Structure 252
In Practice 7.3 Monorail.................................... 252
Interorganizational Relationships 253 · IT Impact on Organization Design 255
Book Mark 7.0 Business @ the Speed of Thought: Using a Digital Nervous System....... 256
Knowledge Management.................................... 257
What is Knowledge? 258 · Approaches to Knowledge Management 259
In Practice 7.4 DPR Construction, Inc............................. 258
Mechanisms for Explicit Knowledge Management 261 · Mechanisms for Tacit Knowledge
Management 262
Taking the Lead Creating Knowledge at Novartis........................ 264
Leveraging Professional Knowledge and Expertise 266
Summary and Interpretation.................................. 266
Chapter 7 Workbook Are You Fast Enough to Succeed in Internet Time? ............ 269
Case for Analysis Century Medical............................... 270
Case for Analysis Product X.................................. 272
PART 4
INTERNAL DESIGN ELEMENTS .............................276
CHAPTER 8
ORGANIZATION SIZE, LIFE CYCLE, AND CONTROL................ 278
A Look Inside Oxford Health Plans.............................. 279
Organization Size: Is Bigger Better?............................... 280
Pressures for Growth 280 · Large Versus Small 281
Organizational Life Cycle ................................... 284
Stages of Life Cycle Development 284
Book Mark 8.0 The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise . 285
In Practice S.I Biogen Inc.................................... 287
Organizational Characteristics During the Life Cycle 288
Organizational Bureaucracy and Control............................ 289
What is Bureaucracy? 289 · Size and Structural Control 290
Bureaucracy in a Changing World ............................... 291
Dynamic Control Systems ................................... 293
Bureaucratic Control 293
In Practice 8.2 TNT UK ................................... 296
Market Control 296
Taking the Lead E-Commerce Metrics............................. 297
In Practice 8.3 Imperial Oil Limited.............................. 298
Clan Control 298
In Practice 8.4 Columbus Mills ................................ 299
The Balanced Scorecard 300
Contents
Summary and Interpretation.................................. 302
Chapter 8 Workbook Control Mechanisms ........................... 304
Case for Analysis Sunflower Incorporated ........................... 305
Chapter 8 Workshop Windsock, Inc............................... 307
CHAPTER 9
ORGANIZATIONAL CULTURE AND ETHICAL VALUES............... 312
A Look Inside SAS Institute.................................. 313
Organizational Culture..................................... 314
What Is Culture? 314 · Emergence and Purpose of Culture 314 · Interpreting Culture 315
Organizational Design and Culture............................... 319
The Adaptability/Entrepreneurial Culture 319 · The Mission Culture 320 ·
The Clan Culture 320 · The Bureaucratic Culture 321 · Culture Strength and
Organizational Subcultures 321
In Practice 9.1 Pitney Bowes Credit Corporation........................ 322
Culture and the Learning Organization............................. 322
Taking the Lead Trilogy Software Inc.............................. 323
In Practice 9.2 Netscape Communications Corp......................... 325
EthicalValues in Organizations................................. 326
Book Mark 9.0 Built to Last: Successful Habits ofVisionary Companies............. 326
Sources of EthicalValues in Organizations............................ 328
Personal Ethics 329 · Organizational Culture 329 · Organizational Systems 330 ·
External Stakeholders 330
How Leaders Shape Culture and Ethics............................. 331
Values-Based Leadership 332
In Practice 9.3 Herman Miller................................. 332
Formal Structure and Systems 333
In Practice 9.4 Holt Companies................................ 335
Corporate Culture in a Global Environment .......................... 336
Summary and Interpretation.................................. 337
Chapter 9 Workbook Shop til You Drop: Corporate Culture in the Retail World......... 339
Case for Analysis Implementing Change at National Industrial Products............. 341
Case for Analysis Does This Milkshake Taste Funny?...................... 342
CHAPTER 10
INNOVATION AND CHANGE .............................. 350
A Look Inside 3M....................................... 351
Innovate or Perish: The Strategic Role of Change........................ 352
Incremental Versus Radical Change 353
In Practice 10.1 Progressive Corporation............................ 355
Strategic Types of Change 355 · Elements for Successful Change 357
In Practice 10.2 Cadwalader.Wickersham, and Taft....................... 359
Technology Change...................................... 360
The Ambidextrous Approach 360 · Techniques for Encouraging Technology Change 361
Book Mark 10.0 The Innovator s Dilemma: When New Technologies Cause Great Firms to Fail . 364
New Products and Services................................... 365
New Product Success Rate 365 · Reasons for New Product Success 366 · Horizontal
Linkage Model 366
In Practice 10.3 Kellogg.................................... 368
Achieving Competitive Advantage with Rapid Product Innovation 368
Strategy and Structure Change................................. 369
The Dual-Core Approach 370
In Practice 10.4 Hire Quality, Inc................................ 372
Culture Change........................................ 373
Reengineering and Horizontal Organization 373 · Total Quality Management 374 ·
The Learning Organization 374 · OD Culture Change Interventions 375
Strategies for Implementing Change .............................. 376
Leadership for Change 377
Taking the Lead U.S. Agriculture Department s Animal and Plant Health Inspection Service . . . 377
Barriers to Change 378 · Techniques for Implementation 379
Contents
Summary and Interpretation.................................. 381
Chapter 10 Workbook Innovation Climate ........................... 384
Case for Analysis Shoe Corporation of Illinois......................... 386
Case for Analysis Southern Discomfort ......................................... 391
PART 5
MANAGING DYNAMIC PROCESSES .......................... 397
CHAPTER 11
DECISION MAKING PROCESSES ............................ 398
A Look Inside White Rose Nursery and Crafts......................... 399
Definitions........................................... 400
Taking the Lead At US West, Information is Power....................... 401
Individual Decision Making .................................. 402
Rational Approach 403
In Practice 11.1 Alberta Manufacturing............................. 405
Bounded Rationality Perspective 406
Book Mark 11.0 The Dynamic Decisionmaker......................... 408
In Practice 11.2 Paramount Pictures Corporation........................ 409
Organizational Decision Making................................ 410
Management Science Approach 410
In Practice 11.3 The SABRE Group.............................. 411
Carnegie Model 412
In Practice 11.4 Encyclopaedia Britannica ........................... 414
Incremental Decision Process Model 415
In Practice 11.5 Gillette Company............................... 418
The Learning Organization................................... 419
Combining the Incremental Process and Carnegie Models 419 · Garbage Can Model 420
In Practice 11.6 Casablanca .................................. 423
Contingency Decision-Making Framework........................... 424
Problem Consensus 424 · Technical Knowledge About Solutions 424 · Contingency
Framework 424
Special Decision Circumstances................................. 427
High-Velocity Environments 428 · Decision Mistakes and Learning 428 · Escalating
Commitment 429
Summary and Interpretation.................................. 430
Chapter 11 Workbook Decision Styles ............................. 432
Case for Analysis Cracking the Whip.............................. 433
Case for Analysis The Dilemma of Aliesha State College: Competence Versus Need....... 435
CHAPTER 12
CONFLICT, POWER, AND POLITICS.......................... 440
A Look Inside Pacific Medical Center ............................. 441
What Is Intergroup Conflict?.................................. 442
Why Conflict Exists...................................... 443
Taking the Lead GE Plastics/Borg-Warner........................... 445
Individual Versus Organizational Power............................. 447
Power Versus Authority..................................... 447
Book Mark 12.0 The 48 Laws of Power............................ 448
Vertical Sources of Power.................................... 449
In Practice 12.1 Xerox..................................... 452
Horizontal Sources of Power.................................. 453
Strategic Contingencies 453 · Power Sources 454
In Practice 12.2 University of Illinois.............................. 456
In Practice 12.3 Crystal Manufacturing ............................ 457
Political Processes in Organizations............................... 458
Definition 459 · When Is Political Activity Used? 459
Using Power, Politics, and Collaboration ............................ 460
Tactics for Increasing Power 460 · Political Tactics for Using Power 462
Contents
In Practice 12.4 Halifax Business Machines........................... 463
Tactics for Enhancing Collaboration 464
In Practice 12.5 Aluminum Company of America/International Association of Machinists .... 464
Summary and Interpretation.................................. 468
Chapter 12 Workbook How Do You Handle Conflict...................... 470
Case for Analysis The Daily Tribune.............................. 472
Case for Analysis Pierre Dux.................................. 474
CHAPTER 13
CONTEMPORARY TRENDS IN ORGANIZATION DESIGN............. 480
A Look Inside Kalahari Bushmen ............................... 481
The Global Environment.................................... 482
Attributes of Organizational Excellence............................. 483
Taking the Lead Host Universal............................... . 487
Designs for the Global Arena.................................. 488
Stages of International Development 488
Book Mark 13.0 The Living Company: Habits for Survival in a Turbulent Business Environment 489
International Strategic Alliances 490 · Global Work Teams 491
Structural Designs for Global Operations............................ 492
Model for Global Versus Local Opportunities 492 · International Division 494 ·
Global Product Division Structure 495 · Global Geographic Division Structure 496
In Practice 13.1 Dow Chemical ................................ 496
Global Matrix Structure 497
In Practice 13.2 Asea Brown Boveri (ABB)........................... 497
Transnational Model...................................... 498
The Trend Toward Empowerment ............................... 501
Reasons for Empowerment 502
In Practice 13.3 Monarch Marking Systems........................... 503
Elements of Empowerment 504 · Empowerment Applications 505
Leading the Change Toward Learning Organizations ...................... 506
Transformational Leadership 507
in Practice 13.4 Corsair Communications Inc.......................... 508
Assessing the Impact of Top Leadership............................. 509
Experiments with Top-Management Teams 509 « Succession and Adaptation 510 ·
Succession and Performance 511
Managing Organizational Decline ............................... 512
Definition and Causes 513 · A Model of Decline Stages 514
In Practice 13.5 Mudge, Rose, Guthrie, Alexander Ferdon .................. 515
Summary and Interpretation................................... 516
Chapter 13 Workbook Creating a Learning Organization .................... 516
Case for Analysis W.L. Gore Associates, Inc.: Entering 1998................. 520
INTEGRATIVE CASES.................................. . 541
1.0 Custom Chip, Inc...................................... 543
2.0 Microsoft: Adapting to New Challenges........................... 550
3.1 Littleton Manufacturing (A) ................................ 560
3.2 Littleton Manufacturing (B) ................................ 573
4.0 XEL Communications, Inc. (C): Forming a Strategic Partnership .............. 576
5.0 National Bank of San Francisco............................... 583
6.0TheAudubon Zoo, 1993.................................. 586
7.0 Dowling Flexible Metals.................................. 600
GLOSSARY ......................................... 605
NAME INDEX........................................ 613
CORPORATE NAME INDEX............................... 623
SUBJECT INDEX...................................... 627
|
| any_adam_object | 1 |
| author | Daft, Richard L. |
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| ctrlnum | (OCoLC)43599063 (DE-599)BVBBV014262081 |
| dewey-full | 658.4 658.421 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.4 658.4 21 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Soziologie Wirtschaftswissenschaften |
| edition | 7. ed. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV014262081 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T19:00:37Z |
| institution | BVB |
| isbn | 0324021003 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009781106 |
| oclc_num | 43599063 |
| open_access_boolean | |
| owner | DE-1051 DE-91 DE-BY-TUM DE-858 DE-521 DE-526 DE-83 DE-188 |
| owner_facet | DE-1051 DE-91 DE-BY-TUM DE-858 DE-521 DE-526 DE-83 DE-188 |
| physical | XV, 633 S. Ill., graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | South-Western College Publ. |
| record_format | marc |
| spelling | Daft, Richard L. Verfasser aut Organization theory and design Richard L. Daft 7. ed. Cincinnati, Ohio South-Western College Publ. 2001 XV, 633 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatietheorie gtt Organization Organizational sociology -- Case studies Organisationsgestaltung (DE-588)4115462-9 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmen (DE-588)4061963-1 s Organisationsgestaltung (DE-588)4115462-9 s Organisationstheorie (DE-588)4121434-1 s DE-188 Organisation (DE-588)4043774-7 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009781106&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Daft, Richard L. Organization theory and design Organisatietheorie gtt Organization Organizational sociology -- Case studies Organisationsgestaltung (DE-588)4115462-9 gnd Organisationstheorie (DE-588)4121434-1 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd |
| subject_GND | (DE-588)4115462-9 (DE-588)4121434-1 (DE-588)4061963-1 (DE-588)4043774-7 (DE-588)4522595-3 |
| title | Organization theory and design |
| title_auth | Organization theory and design |
| title_exact_search | Organization theory and design |
| title_full | Organization theory and design Richard L. Daft |
| title_fullStr | Organization theory and design Richard L. Daft |
| title_full_unstemmed | Organization theory and design Richard L. Daft |
| title_short | Organization theory and design |
| title_sort | organization theory and design |
| topic | Organisatietheorie gtt Organization Organizational sociology -- Case studies Organisationsgestaltung (DE-588)4115462-9 gnd Organisationstheorie (DE-588)4121434-1 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd |
| topic_facet | Organisatietheorie Organization Organizational sociology -- Case studies Organisationsgestaltung Organisationstheorie Unternehmen Organisation Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009781106&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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