Harvard Manage

PRUSAK, L. Working Knowledge: How Organizations Manage What They Know, Boston: Harvard Business School, 1998. DUFFY, J. The Tools and Technologies Needed for Knowledge Management, Information Management Journal, v. 35, n. 1, p. 64-67, 2001. EDVINSSON, L.; MALONE, M. Capital Intelectual: Descobrindo o Valor Real de Sua Empresa pela Identificação de Seus Valores Internos, São Paulo: Makron Books, 1998. GARVIN, D. A. Building a Learning Organization, Harvard Business Review, v. 71, n. 4, p.…

Internet que nos ajudou de forma crescente, servir e fazer as pesquisas de forma, em geral, e acadêmicas, em particular. Bibliografias Quinn, J., Anderson, P., Finkelstein, S., “Managing Professional Intellect”. Harvard Bussiness Review on Knowledge Management. Harvard Business School Press. 1996 Tobin,D. The Knowledge-Enabled Organization: Moving from Training to Learning to Meet Business Goals. AMACOM. 1998. Levy, P., Autier, M. Les Arbres de Connaissances. Editions La…

& Prahalad,C.K., Competing for the Future, Harvard Business School Press, 1994 - Pfeffer, J., Competitive Advantage Through People, California Management Review, Winter 1994 [viii] Nonaka, I. & Takeuchi, H., The Knowledge-creating company: how Japanese companies create the dynamics of innovation, Oxford University Press, New York, 1995 [ix] Nonaka, I. & Takeuchi,H., ibid. [x] Principalmente: - Amabile, T. M., How to Kill Creativity, Harvard Business Review, Sep-Oct, 1998, págs. 77-87

towards a taxonomy. Journal of Management Information Systems. 18(1), Summer, 2001. GARVIN, D. A. Construção da organização que aprende. In: SERRA, A. C. Gestão do conhecimento: on knowledge management. Harvard Business Review. 5ed. Rio de Janeiro: Campus, 2001. GHEMAWAT, P. Sustainable advantage. Harvard Business Review, v.64, n.5, p.53-58, 1986. GOURLAY, Stephen. Tacit knowledge: the variety of meanings in empirical research. 5th OKLC Conference. Innsbruck, April, 2004. HAYES, B. E.…

Novo Mercado Projetos de Pesquisa Mercad o Atual Pesquis a Fonte: Chesbrough, H., 2003, p. 37. Desenvolvimen to Chesbrough imagina que o processo da inovação aberta deve conter pelo menos quatro elementos distintos (What – Find – Get – Manage): (a) Papel; (b) Mecanismos; (c) Processos; e (d) Gestão, da inovação. Assim, inicialmente, deve-se identificar o papel e finalidade que o modelo de inovação aberta tem (ou terá) no formato corrente de negócios da empresa. Se o papel…

Brazil, thus assuming a key role in Brazilian economic development, being responsible for generating thousands of jobs in all sectors and different regions. However, you can still view the difficulty that micro and small entrepreneurs have to plan and manage the finances of your business, focusing primarily on the area of financial planning, resulting from lack of working capital to meet its commitments to its suppliers. Given perspective is you can specify one of the main factors that…

He is an emeritus member of the Industrial Research Institute and currently vice chairman of IRI’s Emeriti Committee. Vi is a consulting firm focusing on value innovation management and thinking processes that also develops browserbased software to manage these processes. Lee has been the vice president and general manager of divisions of Gould Inc. and McGraw Edison, the VP R&D at Phar- and identify those areas where changes in behavior and company culture may be required. KEY…

edição, Publicações Dom Quixote, Lisboa. Lorenzoni, G. e C. Baden-Fuller (1995), “Creating a Strategic Centre to Manage a Web of Partners”, California Management Review, Vol. 37, No. 3, pp. 146-163. McCarthy, J. (1975), Basic Marketing: A Managerial Approach, Irwin, Homewood, Ill. Nohria, N. e R. Eccles (eds.) (1992), Networks and Organizations - Structure, Form, and Action, Harvard Business School Press, Boston, MA. Nooteboom, B. et al. (1995), “Sources, Measurement and Effect of…

advantage, is a strategic necessity. Also have noticed differences in experience and values among people. This study aims to show the characteristics of each generation (Baby Boomer, Generation X, Generation Y and Generation Z) and create grants to help manage these different generations in the business environment. Key words:. Baby Boomer. Generation Y. Generation X. Generation Z. Management. Generations. SUMÁRIO…

diferenças entre elas estão mais ligadas ao uso de autoritarismo, de recompensa e punições para exercer tal influência. Outro ponto importante é quando há diferença entre líderes e gerentes. Abraham Zaleznik (1977), da Escola de Administração de Harvard, argumenta que líderes e gerentes são tipos diferentes de pessoas. Diferenciando-se em motivação, história pessoal e na forma de pensar e agir. Para Zaleznik (1977), gerentes tendem a adotar uma atitude impessoal, senão passiva,…