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003			OSt
005			20190211155334.0
008			030217s2000 xx ||||gr |0|| 0 eng d
100	1		_aSTORCK, John _910390
245	1	0	_aA community of practice makes perfect at Xerox
260			_c2000
520	3		_aAt the end of 1994 Xerox realized that its proprietary IT infrastructure had to go, not because it was inferior to other systems, but because it placed limits on the company when it came to developing new products and communicating with the outside world. What was needed a consistent, industry-standard infrastracture that would allow the company to exploit advances in techology. Taking the decision was the easy bit. How was the company to make such a decision a reality - getting rid of 70,000 workstations, around 1,200 servers and various network hardware? Happily, Xerox took on an experienced program manager who created what became known as the Transition Alliance, an alliance that showed that large-scale change can be achieved on time and on budget and more
650		4	_aAdministração de Empresas _912759
650		4	_aCooperação _912134
650		4	_aTécnica Administrativa _912835
650		4	_aComportamento Organizacional _912914
650		4	_aGestão da Informação _912982
700	1		_aHILL, Patricia A _920030
773	0	8	_tHuman Resource Managemente International Digest _g8, 5, p. 8-10 _d, 2000 _w
942			_cS
998			_a20030217 _bCassio _cCassio
998			_a20101222 _b1025^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11314 _d11314
041			_aeng