Navigating change : how CEOs, top teams, and boards steer transformation / edited by Donald C. Hambrick, David A. Nadler, Michael L. Tushman.
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Boston, Mass. :
Harvard Business School Press,
|Series:||Management of innovation and change series.
Table of Contents:
- The CEO in the context of discontinuous change / David A. Nadler and Jeffrey D. Heilpern
- Corporate transformation and senior leadership / James R. Houghton
- Vicissitudes of leadership / Manfred F.R. Kets de Vries
- Beyond the Russian doll management model : new personal competencies for new management roles / Christopher A. Bartlett and Sumantra Ghoshal
- Does it matter who is the boss? : The substance and symbolism of top leadership / Jeffrey A. Sonnenfeld
- Lessons in teamwork / Paul A. Allaire
- Corporate coherence and the top management team / Donald C. Hambrick
- Conflict and strategic choice : how top management teams disagree / Kathleen M. Eisenhardt, Jean L. Kahwajy and L.J. Bourgeois III
- Confronting senior team conflict : CEO choices / Charles S. Raben and Janet L. Spencer
- Teams at the top : managing the madness / Deborah Ancona
- The need to improve the board's role in corporate governance / John L. Vogelstein
- The board as agent of change / Jay W. Lorsch
- Control and creativity in the boardroom / Andrew Pettigrew and Terry McNulty
- Toward a behavioral theory of the CEO-board relationship : how research can enhance our understanding of corporate governance practices / Edward J. Zajac and James D. Westphal
- Corporate boards in times of turbulent change / Gerald F. Davis
- Leading discontinuous change : ten lessons from the battlefront / David M. Lawrence
- Five requisites for implementing change / Robert P. Bauman
- Levers for organization renewal : innovation streams, ambidextrous organizations, and strategic change / Michael L. Tushman, Philip Anderson and Charles O'Reilly
- Senior leadership and discontinuous change : some themes / Elise Walton
- How CEOs, top teams, and boards make successful transformations / E. Ralph Biggadike.