| 000 -LEADER |
|---|
| fixed length control field |
02006naa a2200193uu 4500 |
| 001 - CONTROL NUMBER |
|---|
| control field |
9158 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20190211154634.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
021210s2005 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) |
|---|
| Koha Dewey Subclass [OBSOLETE] |
PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE |
|---|
| Language code of text/sound track or separate title |
eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
JARZABKOWSKI, Paula |
| 9 (RLIN) |
5170 |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Top teams and strategy in a UK university |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
2002 |
| 520 3# - SUMMARY, ETC. |
|---|
| Summary, etc. |
This paper reports on the results of an in-depth study of how a top management team (TMT) puts strategy into practice in a UK university. A study of the top team in Warwick University was conducted to analyse how strategy was formulated and implemented. The results suggest that a combination of two broad theoretical lenses provides useful analytical insight. These are strategy as practice and strategy as process. The main elements of this university's strategy result from an interplay of localized routines and patterns of action within an organizational context, which both produces and is product of such actions. The TMT itself was found to be clearly identifiable and stable in composition. The team exhibited identifiable patterns of strategic thinking and acting. However, the role of organizational structure was also found to be a key influence on the actions and processes of the TMT with strong central control tendencies in the team being counterbalanced by devolved operational control to individual departments. The data also reveal inter-relationships between organizational structures and the TMT in four key areas: direction-setting, monitoring and control, the allocation of resources, and processes of interaction. The overall conclusion is that to understand how strategy is practised, analysis needs to foucs on how patterns organization. The nature and characteristics of these patterns can be related to how strategy is put into practice |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
WILSON, David C |
| 9 (RLIN) |
18403 |
| 773 08 - HOST ITEM ENTRY |
|---|
| Title |
Journal of Management Studies |
| Related parts |
39, 3, p. 355-382 |
| Place, publisher, and date of publication |
, 2002 |
| Record control number |
|
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Koha item type |
Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20021210 |
| Operator's initials, OID (RLIN) |
Lucima |
| Cataloger's initials, CIN (RLIN) |
Lucimara |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20060523 |
| Operator's initials, OID (RLIN) |
1509^b |
| Cataloger's initials, CIN (RLIN) |
Quiteria |
