Becoming Hewlett Packard :: why strategic leadership matters /
This work documents how HP's successive CEOs have contributed to the company's process of corporate becoming. The strategic leadership frameworks used to illuminate these contributions will be helpful for theory development and offer practical tools for founders of new companies and CEOs a...
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York, NY :
Oxford University Press,
[2017]
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | This work documents how HP's successive CEOs have contributed to the company's process of corporate becoming. The strategic leadership frameworks used to illuminate these contributions will be helpful for theory development and offer practical tools for founders of new companies and CEOs and boards of directors of existing companies. |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9780190640453 0190640456 9780190640477 0190640472 |
Internformat
MARC
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| 520 | 8 | |a This work documents how HP's successive CEOs have contributed to the company's process of corporate becoming. The strategic leadership frameworks used to illuminate these contributions will be helpful for theory development and offer practical tools for founders of new companies and CEOs and boards of directors of existing companies. | |
| 505 | 0 | 0 | |t Corporate becoming and strategic leadership -- |t HP's history of becoming, 1939-2016 : an integral process overview -- |t Bill Hewlett and Dave Packard build a great test and measurement instruments company -- |t John Young doubles down on computing -- |t Lew Platt pivots HP toward commodity business -- |t Carly Fiorina drives HP toward scale and scope -- |t Mark Hurd relentlessly manages for results -- |t Léo Apotheker intends to revolutionize HP -- |t Meg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- |t Corporate becoming : why strategic leadership matters. |
| 610 | 2 | 0 | |a Hewlett-Packard Company |x Management. |
| 610 | 2 | 7 | |a Hewlett-Packard Company |2 fast |
| 650 | 0 | |a Computer industry |z United States. | |
| 650 | 0 | |a Electronic industries |z United States. | |
| 650 | 6 | |a Informatique |x Industrie |z États-Unis. | |
| 650 | 6 | |a Industries électroniques |z États-Unis. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industries |x General. |2 bisacsh | |
| 650 | 7 | |a Computer industry |2 fast | |
| 650 | 7 | |a Electronic industries |2 fast | |
| 650 | 7 | |a Management |2 fast | |
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| 700 | 1 | |a McKinney, Webb, |e author. |0 http://id.loc.gov/authorities/names/n2016032724 | |
| 700 | 1 | |a Meza, Philip E., |e author. |0 http://id.loc.gov/authorities/names/n2005031944 | |
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Datensatz im Suchindex
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| author | Burgelman, Robert A. McKinney, Webb Meza, Philip E. |
| author_GND | http://id.loc.gov/authorities/names/n85045710 http://id.loc.gov/authorities/names/n2016032724 http://id.loc.gov/authorities/names/n2005031944 |
| author_facet | Burgelman, Robert A. McKinney, Webb Meza, Philip E. |
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| contents | Corporate becoming and strategic leadership -- HP's history of becoming, 1939-2016 : an integral process overview -- Bill Hewlett and Dave Packard build a great test and measurement instruments company -- John Young doubles down on computing -- Lew Platt pivots HP toward commodity business -- Carly Fiorina drives HP toward scale and scope -- Mark Hurd relentlessly manages for results -- Léo Apotheker intends to revolutionize HP -- Meg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- Corporate becoming : why strategic leadership matters. |
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| discipline | Wirtschaftswissenschaften |
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| spelling | Burgelman, Robert A., author. http://id.loc.gov/authorities/names/n85045710 Becoming Hewlett Packard : why strategic leadership matters / Robert A. Burgelman, Webb McKinney, Philip E. Meza. New York, NY : Oxford University Press, [2017] ©2017 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Print version record. Includes bibliographical references and index. This work documents how HP's successive CEOs have contributed to the company's process of corporate becoming. The strategic leadership frameworks used to illuminate these contributions will be helpful for theory development and offer practical tools for founders of new companies and CEOs and boards of directors of existing companies. Corporate becoming and strategic leadership -- HP's history of becoming, 1939-2016 : an integral process overview -- Bill Hewlett and Dave Packard build a great test and measurement instruments company -- John Young doubles down on computing -- Lew Platt pivots HP toward commodity business -- Carly Fiorina drives HP toward scale and scope -- Mark Hurd relentlessly manages for results -- Léo Apotheker intends to revolutionize HP -- Meg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- Corporate becoming : why strategic leadership matters. Hewlett-Packard Company Management. Hewlett-Packard Company fast Computer industry United States. Electronic industries United States. Informatique Industrie États-Unis. Industries électroniques États-Unis. BUSINESS & ECONOMICS Industries General. bisacsh Computer industry fast Electronic industries fast Management fast United States fast https://id.oclc.org/worldcat/entity/E39PBJtxgQXMWqmjMjjwXRHgrq McKinney, Webb, author. http://id.loc.gov/authorities/names/n2016032724 Meza, Philip E., author. http://id.loc.gov/authorities/names/n2005031944 Print version: Burgelman, Robert A. Becoming Hewlett Packard. New York, NY : Oxford University Press, [2017] 9780190640446 (DLC) 2016017258 (OCoLC)951854699 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1406342 Volltext |
| spellingShingle | Burgelman, Robert A. McKinney, Webb Meza, Philip E. Becoming Hewlett Packard : why strategic leadership matters / Corporate becoming and strategic leadership -- HP's history of becoming, 1939-2016 : an integral process overview -- Bill Hewlett and Dave Packard build a great test and measurement instruments company -- John Young doubles down on computing -- Lew Platt pivots HP toward commodity business -- Carly Fiorina drives HP toward scale and scope -- Mark Hurd relentlessly manages for results -- Léo Apotheker intends to revolutionize HP -- Meg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- Corporate becoming : why strategic leadership matters. Hewlett-Packard Company Management. Hewlett-Packard Company fast Computer industry United States. Electronic industries United States. Informatique Industrie États-Unis. Industries électroniques États-Unis. BUSINESS & ECONOMICS Industries General. bisacsh Computer industry fast Electronic industries fast Management fast |
| title | Becoming Hewlett Packard : why strategic leadership matters / |
| title_alt | Corporate becoming and strategic leadership -- HP's history of becoming, 1939-2016 : an integral process overview -- Bill Hewlett and Dave Packard build a great test and measurement instruments company -- John Young doubles down on computing -- Lew Platt pivots HP toward commodity business -- Carly Fiorina drives HP toward scale and scope -- Mark Hurd relentlessly manages for results -- Léo Apotheker intends to revolutionize HP -- Meg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- Corporate becoming : why strategic leadership matters. |
| title_auth | Becoming Hewlett Packard : why strategic leadership matters / |
| title_exact_search | Becoming Hewlett Packard : why strategic leadership matters / |
| title_full | Becoming Hewlett Packard : why strategic leadership matters / Robert A. Burgelman, Webb McKinney, Philip E. Meza. |
| title_fullStr | Becoming Hewlett Packard : why strategic leadership matters / Robert A. Burgelman, Webb McKinney, Philip E. Meza. |
| title_full_unstemmed | Becoming Hewlett Packard : why strategic leadership matters / Robert A. Burgelman, Webb McKinney, Philip E. Meza. |
| title_short | Becoming Hewlett Packard : |
| title_sort | becoming hewlett packard why strategic leadership matters |
| title_sub | why strategic leadership matters / |
| topic | Hewlett-Packard Company Management. Hewlett-Packard Company fast Computer industry United States. Electronic industries United States. Informatique Industrie États-Unis. Industries électroniques États-Unis. BUSINESS & ECONOMICS Industries General. bisacsh Computer industry fast Electronic industries fast Management fast |
| topic_facet | Hewlett-Packard Company Management. Hewlett-Packard Company Computer industry United States. Electronic industries United States. Informatique Industrie États-Unis. Industries électroniques États-Unis. BUSINESS & ECONOMICS Industries General. Computer industry Electronic industries Management United States |
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