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date: 18 September 2020

(p. xvii) Boxes

(p. xvii) Boxes

  1. 3.1 Example: BP AMoco-42 Subsidiary and associated undertakings and joint ventures 54

  2. 3.2 ‘Big Bang’: The reform of UK financial markets 62

  3. 3.3 Toyota and General Motors 64

  4. 3.4 The National Health Service 65

  5. 3.5 Cable television franchising 69

  6. 3.6 The privatization of British Rail 76

  7. 7.1 The case of Orange 176

  8. 7.2 Fama and French sum up the situation 181

  9. 13.1 Competencies and competitive advantage in Wal-Mart 384

  10. 13.2 International mergers and capabilities in DaimlerChrysler 399

  11. 15.1 Autonomy and learning at 3M 448

  12. 15.2 Management's reluctance to share ‘privileged’ knowledge 449

  13. 15.3 The Royal Bank of Scotland and the Banco Santander 459

  14. 16.1 Managing the service encounter in a multinational hotel chain 483

  15. 16.2 Scale and scope in practice: American Express 489

  16. 16.3 Contract cleaning as knowledge management: ISS of Denmark 501

  17. 19.1 Value creation insights 576

  18. 19.2 Typical reasons for parenting opportunities 581

  19. 19.3 ABB: parenting advantage statement (mid-1990s) 582

  20. 22.1 McKinsey: a mini-case 669

  21. 23.1 Shelter-based strategies 681

  22. 23.2 The global shipbuilding industry 681

  23. 25.1 The BBC 731

  24. 27.1 Wal-Mart's structure 813

  25. 27.2 Complementary structural change at Unilever 815

  26. 27.3 Structuring Netscape 818

  27. 27.4 Ove Arup's structural reformation 819

  28. 27.5 DuPont discovers the M-form 820

  29. 27.6 Polycentricity at Procter & Gamble 828

  30. 27.7 ABB—Beyond the M-form? 832

  31. 27.8 Microsoft ‘Reorgs’ 834

  32. 29.1 The battle for Trafalgar 901

  33. (p. xviii)
  34. 31.1 The Red Queen effect 941

  35. 31.2 GM's competence trap: extreme exploitation 954

  36. 31.3 Apple's renewal trap: extreme exploration 957

  37. 31.4 The tensions between exploitation and exploration within KLM 958

  38. 31.5 Dual migration paths within the Dutch PTT Post 980

  39. 31.6 Radical transformation of KLM Cargo 981

  40. 31.7 Balancing acts in 3M, HP, and Motorola 900