解脱
发表于 2025-3-26 23:22:52
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Nerve-Block
发表于 2025-3-27 02:28:47
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迅速飞过
发表于 2025-3-27 05:52:06
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GRACE
发表于 2025-3-27 11:56:12
Gonzalo Diaz-Meneses,Michael D. Basiloes rather than what top management intends it to do. The resulting order is not the creation of an overall designer; rather it emerges from the collectivity of interactions of organisational actors (Mintzberg and Waters, 1985; Johnson, 1987; Dermer, 1988, 1990).
Ejaculate
发表于 2025-3-27 14:36:08
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TRACE
发表于 2025-3-27 18:26:54
Jennifer Algie,Nicole Meadoes rather than what top management intends it to do. The resulting order is not the creation of an overall designer; rather it emerges from the collectivity of interactions of organisational actors (Mintzberg and Waters, 1985; Johnson, 1987; Dermer, 1988, 1990).
顾客
发表于 2025-3-27 22:08:40
Ksenia Silchenko,Federica Simonetti,Giacomo Gistri crisis is a human crisis” (Braverman, 2003, p. 141) and ‘It is often the (mis) hand ling of crises, not the crisis itself, that can have the most consequences” (James and Wooten, 2005, p. 141) illustrate the importance of human behaviour to firm performance (see also Otley, 1994). It is imperative
伸展
发表于 2025-3-28 02:57:37
Peter Vitartas,Nicholas Shipley,Aaron Marchs for more research into the practice of strategic decision-making in its sociopolitical, organizational context and how this influences how managers assess the likely risks to a project before approving them; this chapter will examine how in the electricity generation industry it was not risks per
Banquet
发表于 2025-3-28 06:29:13
Carlos Reis-Marques,Luís Filipe Lages,Valentine Vix Caminatind to agree that control is a purposely designed and implemented process by which the organization achieves its goals (Yan & Yadong, 2001). ‘The terms management accounting (MA), management accounting systems (MAS), management control systems (MCS), and organizational controls are sometimes used int
oracle
发表于 2025-3-28 13:04:41
Katherine C. Lafreniere,Katharine Howie Lorsch, 1967) and affects information processing and control systems (Egelhoff, 1984; Vachani, 1999). Consequently, the question of how to coordinate an MNC’s dispersed value-creation activities has become prominent and widely discussed in the literature (Bartlett et al., 1989; Pugh, Hickson, Hinin