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| 008 | 160616s2017 nyua b 001 0 eng | ||
| 010 | _a 2016017258 | ||
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| 019 | _a952154016 | ||
| 020 |
_a9780190640446 _qhardcover |
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| 020 |
_a0190640448 _qhardcover |
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| 020 |
_z9780190640460 _qelectronic publication |
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_a(OCoLC)951854699 _z(OCoLC)952154016 |
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_aHD9696.2.U64 _bH4938 2017 |
| 082 | 0 | 0 |
_a338.7/610040973 _223 |
| 100 | 1 |
_aBurgelman, Robert A., _eauthor. |
|
| 245 | 1 | 0 |
_aBecoming Hewlett Packard : _bwhy strategic leadership matters / _cRobert A. Burgelman, Webb McKinney, Philip E. Meza. |
| 264 | 1 |
_aNew York, NY : _bOxford University Press, _c[2017] |
|
| 300 |
_axix, 384 pages : _c25 cm |
||
| 336 |
_atext _btxt _2rdacontent |
||
| 337 |
_aunmediated _bn _2rdamedia |
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| 338 |
_avolume _bnc _2rdacarrier |
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| 504 | _aIncludes bibliographical references and index. | ||
| 505 | 0 | 0 |
_tCorporate becoming and strategic leadership -- _tHP's history of becoming, 1939-2016 : an integral process overview -- _tBill Hewlett and Dave Packard build a great test and measurement instruments company -- _tJohn Young doubles down on computing -- _tLew Platt pivots HP toward commodity business -- _tCarly Fiorina drives HP toward scale and scope -- _tMark Hurd relentlessly manages for results -- _tLéo Apotheker intends to revolutionize HP -- _tMeg Whitman resolves strategic integration challenges, from better together to splitting HP in two -- _tCorporate becoming : why strategic leadership matters. |
| 520 | _a"Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP's successive CEOs in sustaining the company's integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company's strategic leadership capability. The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness." -- Publisher's description | ||
| 610 | 2 | 0 |
_aHewlett-Packard Company _xManagement. |
| 610 | 2 | 7 |
_aHewlett-Packard Company. _2fast _0(OCoLC)fst00547002 |
| 650 | 0 |
_aComputer industry _zUnited States. |
|
| 650 | 0 |
_aElectronic industries _zUnited States. |
|
| 650 | 7 |
_aComputer industry. _2fast _0(OCoLC)fst00872154 |
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| 650 | 7 |
_aElectronic industries. _2fast _0(OCoLC)fst00907240 |
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| 650 | 7 |
_aManagement. _2fast _0(OCoLC)fst01007141 |
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| 651 | 7 |
_aUnited States. _2fast _0(OCoLC)fst01204155 |
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| 650 | 7 |
_aIndustries électroniques _zÉtats-Unis. _2ram |
|
| 650 | 7 |
_aInformatique _xIndustrie et commerce _zÉtats-Unis. _2ram |
|
| 650 | 7 |
_aFührungstheorie _2gnd |
|
| 650 | 7 |
_aFührung _2gnd |
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| 700 | 1 |
_aMcKinney, Webb, _eauthor. |
|
| 700 | 1 |
_aMeza, Philip E., _eauthor. |
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| 856 | 4 | 1 |
_zAvailable to Stanford-affiliated users. _uhttp://dx.doi.org/10.1093/acprof:oso/9780190640446.001.0001 _yOxford Scholarship Online |
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