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A book collector is interested in the first edition, but an author is more interested in the tenth.
iUniverse, Incorporated, Date: 2010. Hardcover. Good. Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.Dust jacket quality is not guaranteed. 2010. iUniverse, Incorporated ISBN 1440192588 9781440192586 [US]
ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less 1.75 [Dallas, TX, U.S.A.] [Publication Year: 2010]
ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc. [Montgomery, IL, U.S.A.] [Publication Year: 2010]
iUniverse 4/22/2010 Hardback or Cased Book New in New jacket The Limits of Strategy: Lessons in Leadership from the Computer Industry (Hardback or Cased Book)
ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse 4/22/2010] Hardcover The Limits of Strategy: Lessons in Leadership from the Computer Industry 1.75 [Grand Rapids, MI, U.S.A.] [Publication Year: 2010]
Hard Cover. New. New Book; Fast Shipping from UK; Not signed; Not First Edition; The The Limits of Strategy: Lessons in Leadership from the Computer Industry. ISBN 1440192588 9781440192586 [GB]
iUniverse 4/22/2010 12: 00: 00 AM Hardcover PLEASE NOTE, WE DO NOT SHIP TO DENMARK. New Book. Shipped from UK in 4 to 14 days. Established seller since 2000. Please note we cannot offer an expedited shipping service from the UK.
iUniverse 4/22/2010 12: 00: 00 AM Hardcover PLEASE NOTE, WE DO NOT SHIP TO DENMARK. New Book. Shipped from UK in 4 to 14 days. Established seller since 2000. Please note we cannot offer an expedited shipping service from the UK.
ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: Iuniverse] Hardcover nach der Bestellung gedruckt Neuware - Printed after ordering - 1992 was a killing year for the fourcomputer companies most important to business buyers overthe decade. All four had been dominant suppliers ofminicomputers for the past fifteen or twenty years. But onJuly 16, the CEOs of both Digital Equipment and HewlettPackard were pushed into retirement. On August 8, WangLaboratories declared bankruptcy. In December, IBM halvedits dividend for the first time ever, forcing theresignation of its CEO a month later. How did this happen All four CEOs were clever and experienced. Two were foundersof their companies; the other two highly successful careerexecutives in their respective companies. All four weresimply overwhelmed. And while there was no singleexplanation for what happened, there were definite commonthemes. They recur again and again in the many stories ofthis book. Are the deadliest changes unavoidable becausestrategy is too easily thwarted by cluster bombs liketechnological velocity, cultural inertia, obsolete businessmodels, executive conflict, and investor expectations Theyear 1992 is the fulcrum of this book, but the underlyingtheme is company transitions in the face of massive changesin markets, technologies, or business models - or, in otherwords, the limits of strategy. [Einbeck, Germany] [Publication Year: 2010] ...
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