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Competence based training for small firms - an expensive failure?

Competence based training for small firms - an expensive failure?
Competence based training for small firms - an expensive failure?
This article addresses the issue of how to develop and implement strategies for organizations which are in a turbulent environment. In this situation strategic leadership is about managing radical change to achieve a dramatic improvement in performance, and business strategy is the simple business logic which management use to explain to shareholders and other stakeholders how they see the environment changing and how their organization will survive and grow.
For companies which are experiencing rapid change, traditional approaches to corporate planning are too bureaucratic. They need to be supplemented with new approaches which enable management to take charge of strategy and to develop strategies for implementation
0024-6301
94-102
Banfield, Paul
6fffef09-0ccc-4487-ad5a-4ccb1e6868c2
Jennings, Peter L.
6864fb94-df90-4f8b-9bfd-f3dc281a0b1e
Beaver, Graham
08ad6794-151a-48d0-acf4-f715fdf46987
Banfield, Paul
6fffef09-0ccc-4487-ad5a-4ccb1e6868c2
Jennings, Peter L.
6864fb94-df90-4f8b-9bfd-f3dc281a0b1e
Beaver, Graham
08ad6794-151a-48d0-acf4-f715fdf46987

Banfield, Paul, Jennings, Peter L. and Beaver, Graham (1996) Competence based training for small firms - an expensive failure? Competition and Change, 29 (1), 94-102. (doi:10.1016/0024-6301(95)00070-4).

Record type: Article

Abstract

This article addresses the issue of how to develop and implement strategies for organizations which are in a turbulent environment. In this situation strategic leadership is about managing radical change to achieve a dramatic improvement in performance, and business strategy is the simple business logic which management use to explain to shareholders and other stakeholders how they see the environment changing and how their organization will survive and grow.
For companies which are experiencing rapid change, traditional approaches to corporate planning are too bureaucratic. They need to be supplemented with new approaches which enable management to take charge of strategy and to develop strategies for implementation

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Published date: 1996

Identifiers

Local EPrints ID: 36829
URI: http://eprints.soton.ac.uk/id/eprint/36829
ISSN: 0024-6301
PURE UUID: eea26ec2-6249-4d0a-8a88-7b019599af34

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Date deposited: 01 May 2007
Last modified: 15 Mar 2024 07:57

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Contributors

Author: Paul Banfield
Author: Peter L. Jennings
Author: Graham Beaver

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