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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Zen and the Art of Management
內容大綱
An in-depth study of Japanese-managed companies in the United States and Japan reveals that when technology and governmental factors are equal, the Japanese companies' U.S. subsidiaries do not outperform their American counterparts. Also, contrary to conventional belief, American managers use a participative decision-making style as often as Japanese managers do. Japanese executives use ambiguity as a managerial tool. Ambiguity is a useful concept in thinking about how individuals relate to each other, orally and in writing. It provides a way of legitimizing the loose rein that a manager permits in certain organizational situations. McKinsey Award Winner.