This book offers a thoroughly researched and accessible account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it.
This book offers a thoroughly researched and accessible account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it.
Graeme Salaman in Emeritus Professor of Organisation Studies at The Open University. His areas of teaching, writing researching and consulting are: the management of innovation, the management of change, management competences, strategic human resource management, performance management, knowledge management, innovation and leadership. He is an active consultant, speaker and trainer and has written over sixty books and articles including Managerial Dilemmas: Exploiting Paradox for Strategic Leadership (with John Storey), Wiley, 2009; Managers of Innovation: Insights into Making Innovation Happen, (with John Storey) Blackwell, 2004; Strategy and Capability, Blackwell, 2003 John Storey is Professor of Management at The Open University, UK. He has authored more than 100 books and refereed articles. These range across human resource management, organisational analysis, leadership, innovation and supply chain management. He is a Fellow of the British Academy of Management. He was formerly professor and head of research at the University of Loughborough and before that was Principal Research Fellow at the University of Warwick Business School. He was Chairman of the Involvement & Participation Association (IPA) from 2008 to 2013 and a member of the government advisory panel on leadership and management.
Inhaltsangabe
1: The Big Picture 2: An Introductory Profile of the John Lewis Partnership 3: Lessons from Employee-owned Businesses 4: The Way the Business was Managed: 1990-2009 5: The Way the Business Was Managed: 2010-2015 6: Reflections on Managers and Managing in the Partnership 7: Governance, Democracy and Accountability 8: Conclusions
1: The Big Picture 2: An Introductory Profile of the John Lewis Partnership 3: Lessons from Employee-owned Businesses 4: The Way the Business was Managed: 1990-2009 5: The Way the Business Was Managed: 2010-2015 6: Reflections on Managers and Managing in the Partnership 7: Governance, Democracy and Accountability 8: Conclusions
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