| 000 -LEADER |
|---|
| fixed length control field |
00971naa a2200181uu 4500 |
| 001 - CONTROL NUMBER |
|---|
| control field |
9734 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20190211154823.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
030102s2005 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 |
GHOSN, Carlos |
| 9 (RLIN) |
4044 |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Saving the business without losing the company |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
jan.2002 |
| 520 3# - SUMMARY, ETC. |
|---|
| Summary, etc. |
How do you transform a company without destroying its identity? As the turnaround at Nissan shows, you have to respect the dignity of your people even as you challenge them to overturn depp-seated traditions. Nissan was in a do-or-die situation: turn the businness around or cease to exist. How did Carlos Ghosn, a non-nissan, non-Japanese outsider,do it? By respecting the identity of the company even as he challenge employees to overturn deep-seated traditions |
| 773 08 - HOST ITEM ENTRY |
|---|
| Title |
Havard Business Review |
| Related parts |
80, 1, p. 37-45 |
| Place, publisher, and date of publication |
, jan.2002 |
| Record control number |
|
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Koha item type |
Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20030102 |
| Operator's initials, OID (RLIN) |
Lucima |
| Cataloger's initials, CIN (RLIN) |
Lucimara |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20060531 |
| Operator's initials, OID (RLIN) |
0957^b |
| Cataloger's initials, CIN (RLIN) |
Quiteria |
