Managing the boundaries of the organization

Long Range Planning

Volumn 30, Issue 5, 1997, Pages 787-789

  Alexander, Marcus ^a  

^a HULT INTERNATIONAL BUSINESS SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0842313491     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/s0024-6301(97)81334-9     Document Type: Article

References (16)

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4. K. Hornbach, Competing by business design - the reshaping of the computer industry, Long Range Planning 29 (5), 616-628 (1996);
5. J. Hagel III, Spider versus spider. McKinsey Quarterly Number 1 (1996).
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9. For example Fumio Sato, President and Chief Executive of Toshiba Corporation, stated in an advertorial interview in the Financial Times: "with today's rapid advances in high technology, product development costs in the electronics industry, not to mention the risks involved, have grown enormously. To reduce these, shorten development times and to develop advanced technologies, Toshiba is actively involved in international alliances".
10. C. K. Prahalad and R. A. Bettis, The dominant logic: a new linkage between diversity and performance, Strategic Management Journal 7 (1986). Recent work at the Ashridge Strategic Management Centre has highlighted the role of 'contamination' in undermining the value of apparent synergies. ("Practical Synergies" working papers available on request).
11. J. H. Dyer, How Chrysler created an American Keiretsu, Harvard Business Review, July-August, 42-56 (1996).
12. N. Walters-Fuller, The benefits and cost of JIT sourcing: a study of Scottish suppliers, Journal of Physical Distribution and Logistics Management 26, (4), 35-51 (1996).
13. G. D. Kissler, The new employment contract, Human Resource Management 33 (3), 335-352 (1990).
14. Simon Caulkin, The new avengers, Management Today November, 48-52 (1995).
15. W. Bridges, Jobshift, Nicholas Brearley (1994).
16. M. Alexander, Getting to grips with the virtual organisation, Long Range Planning 30, (1), 122-124 (1997).