A Casebook on Corporate Renewal
Harlan D. Platt and Marjorie B. Platt, Editors University of Michigan Press, 2019 Library of Congress HD58.8.C368 2004 | Dewey Decimal 658.4063
A Casebook on Corporate Renewal spans a variety of business areas relevant to corporate renewal and turnaround management. Corporate renewal, as a topic taught and discussed in business schools, has surged in the past decade. The cases in this book were selected to cover the knowledge and skills needed by successful turnaround managers, including ethical and legal issues; developing a plan of reorganization; and defining problems and their solutions, including strategic, financial, and operating issues.
The cases challenge students to actively engage in the decision-making process in order to learn how corporate renewal is practiced in real business settings. The Casebook is meant to accompany the second edition of Principles of Corporate Renewal by Harlan D. Platt, but it can be adopted separately or used with other management textbooks.
This book argues, against the current view, that competitiveness--that is, the competitiveness of the manufacturing sector--matters to the long-term health of the U.S. economy and particularly to its long-term capacity to raise the standard of living of its citizens. The book challenges the arguments popularized most recently by Paul Krugman that
competitiveness is a dangerous obsession that distracts us from the question most central to solving the problem of stagnant real income growth, namely, what causes productivity growth, especially in the service sector.
The central argument is that, if the U.S. economy is to achieve full employment with rising real wages, it is necessary to enhance the competitiveness of its tradable goods sector. The book shows that current account deficits cannot be explained by macroeconomic mismanagement but are rather the consequence of an uncompetitive manufacturing sector. It finds that the long-term health of the manufacturing sector requires not only across-the-board policies to remedy problems of low or inefficient investment, but also sectoral policies to address problems that are strategic to resolving the balance of payments problems. Lessons are drawn from the experience of some European and Asian countries.
This book will be of interest to economists, political scientists, and business researchers concerned with the place of the manufacturing sector in overall health of the U.S. economy, with issues of industrial policy and industrial restructuring, and with the conditions for rising standards of living.
Candace Howes is Associate Professor, Barbara Hogate Ferrin Chair, Connecticut College. Ajit Singh is Professor of Economics, Queens College, Cambridge.
Case studies that examine how firms coordinate economic activity in the face of asymmetric information—information not equally available to all parties—are the focus of this volume.
In an ideal world, the market would be the optimal provider of coordination, but in the real world of incomplete information, some activities are better coordinated in other ways. Divided into three parts, this book addresses coordination within firms, at the borders of firms, and outside firms, providing a picture of the overall incidence and logic of economic coordination. The case studies—drawn from the late nineteenth and early twentieth century, when the modern business enterprise was evolving, address such issues as the relationship between coordination mechanisms and production techniques, the logic of coordination in industrial districts, and the consequences of regulation for coordination.
Continuing the work on information and organization presented in the influential Inside the Business Enterprise, this book provides material for business historians and economists who want to study the development of the dissemination of information and the coordination of economic activity within and between firms.
Engineering Culture is an award-winning ethnography of the engineering division of a large American high-tech corporation. Now, this influential book—which has been translated into Japanese, Italian, and Hebrew—has been revised to bring it up to date. In Engineering Culture, Gideon Kunda offers a critical analysis of an American company's well-known and widely emulated "corporate culture." Kunda uses detailed descriptions of everyday interactions and rituals in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization. The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Kunda carefully dissects the impact this form of control has on employees' work behavior and on their sense of self. In the conclusion written especially for this edition, Kunda reviews the company's fortunes in the years that followed publication of the first edition, reevaluates the arguments in the book, and explores the relevance of corporate culture and its management today.
Since the 1930s, industrial sociologists have tried to answer the question, Why do workers not work harder? Michael Burawoy spent ten months as a machine operator in a Chicago factory trying to answer different but equally important questions: Why do workers work as hard as they do? Why do workers routinely consent to their own exploitation?
Manufacturing Consent, the result of Burawoy's research, combines rich ethnographical description with an original Marxist theory of the capitalist labor process. Manufacturing Consent is unique among studies of this kind because Burawoy has been able to analyze his own experiences in relation to those of Donald Roy, who studied the same factory thirty years earlier. Burawoy traces the technical, political, and ideological changes in factory life to the transformations of the market relations of the plant (it is now part of a multinational corporation) and to broader movements, since World War II, in industrial relations.
Since its publication in 1998, this indispensable text has been the only systematic examination of corporate renewal, offering a rational approach for dealing with financially distressed companies. It contains the first logical and orderly discussion of a number of modern business issues including outsourcing, turnaround management, layoffs, quality management, and reengineering.
Now in its second edition, Harlan D. Platt has revised, updated, and expanded the text to include a new chapter on bankruptcy law, a profile of the turnaround manager, and an overview of the typical turnaround engagement. As the first edition did, this new Principles of Corporate Renewal cuts to the heart of the patterns, procedures, and pitfalls of bringing a corporation back to life and health.
Scale and Scope
Alfred D. Chandler, Jr. Harvard University Press, 1994 Library of Congress HD2356.U5C44 1994
Scale and Scope is Alfred Chandler’s first major work since his Pulitzer Prize–winning The Visible Hand. Representing ten years of research into the history of the managerial business system, this book concentrates on patterns of growth and competitiveness in the United States, Germany, and Great Britain, tracing the evolution of large firms into multinational giants and orienting the late twentieth century’s most important developments.