MARC Record from marc_openlibraries_sanfranciscopubliclibrary

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005 20180215151859.0
008 160616s2017 nyua b 001 0 eng
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019 $a952154016
020 $a9780190640446$qhardcover
020 $a0190640448$qhardcover
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037 $bOxford Univ Pr, 2001 Evans rd, Cary, NC, USA, 27513$nSAN 202-5892
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100 1 $aBurgelman, Robert A.,$eauthor.
245 10 $aBecoming Hewlett Packard :$bwhy strategic leadership matters /$cRobert A. Burgelman, Webb McKinney, Philip E. Meza.
264 1 $aNew York, NY :$bOxford University Press,$c[2017]
300 $axix, 384 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references and index.
505 00 $tCorporate becoming and strategic leadership --$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 20 $aHewlett-Packard Company$xManagement.
650 0 $aComputer industry$zUnited States.
650 0 $aElectronic industries$zUnited States.
700 1 $aMcKinney, Webb,$eauthor.
700 1 $aMeza, Philip E.,$eauthor.
856 41 $zAvailable to Stanford-affiliated users.$uhttp://dx.doi.org/10.1093/acprof:oso/9780190640446.001.0001$yOxford Scholarship Online$xProvider: Oxford University Press$xpurchased$xeLoaderURL$xos4$xosEDZ0001584653
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