Een BOKS-literatuurlijst

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1 J. Strikwerda Versie d.d. 4 oktober 2006 Een BOKS-literatuurlijst De canon van management consultants J. Strikwerda Z oals in elke professie geldt ook in die van de management consultancy 1 de vraag wat de of een canon is met betrekking tot het enorme aanbod van boeken en andere publicaties. Het opstellen van een canon is steeds omstreden, discussies daarover zijn het best gediend met het voorstellen van een concreet uitgewerkte canon. In de canon die hier wordt voorgesteld wordt de Body of Knowledge and Skills zoals opgesteld door de OOA weliswaar aangehaald, maar niet gevolgd. De reden daarvoor is dat de opstellers van de OOA-BOKS de fout hebben gemaakt daarbij uit te gaan van het proces (in de zin van een procedure) van een adviesopdracht. Het gevolg daarvan is dat de OOA-BOKS een sterk gereduceerd beeld geeft van het vak en onvoldoende aandacht geeft aan de veranderende context waarbinnen de management consultant werkt. De management consultant vervult in het proces van maatschappelijk en economische ontwikkelingen een aantal specifieke complementaire rollen ten opzicht van bestuurders, managers en andere functionarissen binnen de verschillende organisaties in de samenleving. Kern van die rol is steeds de Enthemmung, dat wil zeggen conventies, denkbeelden en routines die een verdere ontwikkeling in de weg staan opsporen en doen doorbreken. Vandaar dat de hier voorgestelde canon is gebaseerd op het volgende model: 1 Management consultant en organisatie-adviseur worden hier als synoniem genomen.

2 J. Strikwerda Versie d.d. 4 oktober 2006 Rollen van de management consultant Ontwikkelingen Veranderkunde/ - management Het object van consultancy Het resultaat: vernieuwing, groei, ontwikkeling Theorieën, methoden, technieken In dit model staan de veranderingen van het werken in, het werken met organisaties en verandering van organisaties (het object van consultancy) centraal. Het object van consultancy is de organisatie en de samenwerking van mensen in georganiseerd verband. Het gaat hierbij zowel om de opbouw (structuur) van de organisatie als om de processen, zowel bestuurlijke, samenwerking en operationele processen. Daarmee wordt de in de voorliggende canon ingedeeld in vijf hoofdstukken: (1) rollen van de management consultant, (2) het aard, wezen en onderscheidene aspecten van organisaties en organiseren, (3) ontwikkelingen zoals technologische innovaties, economische, maatschappelijke, politieke ontwikkelingen, zoals die enerzijds het gevolg zijn van menselijke handelen en waaraan anderzijds organisaties zich hebben aan te passen, (4) inzichten in de zin van theorieën, en ook methoden en technieken, in het bijzonder om te begrijpen op welke aspecten van de organisatie er welke vorm van Enthemmung nodig is, en tenslotten (5) methoden en technieken voor change management. Het werk van de management consultant dient te realiseren in vernieuwing, groei en ontwikkeling. Dit is ter beoordeling van de samenleving als geheel, bijvoorbeeld in de vorm van economische studies. Dit onderdeel wordt niet gerekend tot de BOKS, wat niet wegneemt dat de professie zich wel steeds rekenschap heef te geven van haar bijdrage aan maatschappelijke groei en ontwikkeling. Voor de rollen van de management consultant wordt verwezen naar enkele handboeken. Het object van management consultancy is organisatie, organiseren, leidinggeven etc. De beschrijving daarvan valt in wezen samen met die van de vakgebieden business administration en industrial engineering.

3 J. Strikwerda Versie d.d. 4 oktober 2006 Dit onderdeel wordt in deze canon gestructureerd op basis van de taken voor ondernemingsbestuur zoals gedefinieerd door Henry Fayol. Het blok ontwikkelingen omvat een groot terrein van publicaties, over zowel technologie, economie, maatschappelijke ontwikkelingen etc. Het blok theorie en methoden omvat qua theorie de academische onderliggende theorieën (die als regel niet in de bedrijfskunde opleidingen worden gegeven), naast methoden van meer operationele aard, maar wel gericht op veranderingen en verbetering. Het blok change management tenslotte vermeld een aantal publicaties op dit terrein, zowel enkele traditionele, als ook die met betrekking tot recentere inzichten. De vermelde publicaties vormen geen definitieve lijst, naarmate inzichten zich ontwikkelen, zal ook de samenstelling wijzigen. Overzicht Kast 1: Rollen van de management consultant... 4 Kast 2: Het object van consultancy... 4 Ondernemingsbestuur-algemeen... 5 Strategie (Prévoyer)... 5 Organiseren De operationele organisatie De juridische organisatie De concern-organisatie (+ internationale organisatie) De externe organisatie (incl. outsourcing) De interne organisatie (de formele) Kennismanagement Organisatie van informatiesystemen De interne organisatie (informeel, cultuur)...10 Leidinggeven Het functioneren van de leidinggevende Human resource management Samenwerking...11 Coördinatie...11 Control...12 Organisatie en management van innovatie, ontwikkeling, productie en delivery...12 Organisatie en management van commerciële activiteiten...13 Financiering van de onderneming...13 Corporate Governance...13 Management accounting...14 Kast 3 : Ontwikkelingen...14 Kast 4: Theorieën, methoden en technieken...17 Kast 5: Verander-management...19

4 J. Strikwerda Versie d.d. 4 oktober 2006 Kast 1: Rollen van de management consultant Barcus, S. W., & Wilkinson, J. W. (1994). Handbook of Management Consulting Services. New York: McGraw-Hill. Biech, E. (1999). The Business of Consulting: The Basics and Beyond. San Fransico: Jossey-Bass. Block, P. (1981). Flawless Consulting: A Guide to Getting Your Expertise Used. San Diego, CA.: University Associates. Czerniawska, F. (1999). Management Consultancy in the 21st Century. London: McMillan. European Innovation Programme. (1995). The European Handbook of Management Consultancy. Dublin: Oak Tree Press. Greiner, L. E., & Metzger, R. O. (1983). Consulting to Management. New Jersey: Prentice-Hall. Greiner, L., & Poulfelt, F. (Eds.). (2005). Handbook of Management Consulting: The Contemporary Consultant. Mason, OH: Thomson- South Western. Kubr, M. (Ed.). (1996). Management Consulting: A Guide to the Profession (Third (revised) ed.). Geneva: International Labour Office. O'Shea, J., & Madigan, C. (1997). Dangerous Company: The Consulting Powerhouses and the Bussinesses They Save and Ruin. New York: Times Business. Sadler, P. (Ed.). (1998). Management Consultancy: A Handbook of best Practice. London: Kogan Page. Schein, E. H. (1987). Process Consultation Volume II: Lessons for Managers and Consultants. Reading Mass.: Addison-Wesley. Schein, E. H. (1988). Process Consultation Volume I: Its Role in Organization Development. Reading, Mass.: Addison-Wesley. Sloterdijk, P. (2005). Im Weltinnenraum des Kapitals: Für eine philosopische Theorie der Globalisierung. Frankfurt a. Main: Suhrkamp Verlag, hoofdstuk Die Erfindung der Subjektivität Die primäre Enthemmung und ihre Ratgeber. Kast 2: Het object van consultancy De indeling van deze kast is gebaseerd op Fayol s indeling van de taken van de bestuurder van een onderneming respectievelijk instelling: A. Opérations techniques (production, fabrication, transformation) B. Opérations commerciales (achats, ventes, échanges) C. Opérations financières (recherche et gérance des capitaux) D. Opérations de securité (protection des biens et des personnes) E. Opérations de comptabilité (inventaire, bilan, prix de revient, statistique, etc.) F. Opérations administrative a. Prévoyance, cést-à-dire scruter l avenir et dresser le programme d action; b. Organisation: c est-à-dire constituer le double organisme, matériel et social, de l entreprise c. Commandement c est-à-dire fonctionner le personnel, le recrutement, la formation du personnel en la constitution du corps social d. Coordination: c est-à-dire relier, unir, harmoniser tous les actes et tous les efforts

5 J. Strikwerda Versie d.d. 4 oktober 2006 e. Contrôle: c est-à-dire veiller à ce que tout se passe conformément aux regles établis et aux ordres donnés Maar omdat de activiteiten A t/m E onderwerp zijn van F (administration) wordt die taak hier als eerste genomen. Ondernemingsbestuur-algemeen Barnard, C. I. (1948). The Functions of the Executive. Cambridge, Mass.: Harvard University Press. Bleicher, K. (1992). Das Konzept Integriertes Management (2 ed.). Frankfurt: Campus Verlag. Cadbury, A. (1995). The Company Chairman (2nd ed.). Hertfordshire: Director Books. Cyert, R. M., & March, J. G. (1992/1963). A Behavioral Theory of the Firm (second ed.). Cambridge Mass.: Blackwell. Fayol, H. (1918/1999). Administration Industrielle et Générale. Paris: Dunod. Simon, H. A. (1976/1945). Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization (third ed.). New York: The Free Press. Sloan, A. P. (1962/1986). My Years with General Motors. Hammondsworth: Penguin Books. Stiles, P., & Taylor, B. (2001). Boards at Work: How Directors View their Roles and Responsibilities. Oxford: Oxford University Press. Tricker, R. I. (1994). International Corporate Governance. New York: Prentice Hall. Strategie (Prévoyer) Abell, D. F. (1980). Defining the Business: The Starting Point of Strategic Planning. Englewood Cliffs, NJ: Prentice-Hall. Abell, D. F. (1993). Managing with Dual Strategies: Mastering the Present Preemting the Future. New York: The Free Press. Ansoff, H. I. (1984). Implanting Strategic Management. New York: Prentice Hall. Ansoff, H. I. (1988). Corporate Strategy (Revised ed.). London: Penguin Books. Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the Edge: Strategy as Structured Chaos. Boston, Mass.: Harvard Business School Press. D'Aveni, R. (1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York: The Free Press. D'Aveni, R. (2001). Strategic Supremacy: How Industry Leaders Create Growth, Wealth, and Power through Spheres of Influence. New York: The Free Press. Bhidé, A. V. (2000). The Origin and Evolution of New Businesses. Oxford: Oxford University Press. Block, Z., & MacMillan, I. C. (1993). Corporate Venturing: Creating New Business Within the Firm. Boston, MA: Harvard Business School Press. Bower, J. L., Bartlett, C. A., Uyterhoeven, H. E. R., & Walton, R. E. (1995). Business Policy: Managing Strategic Processes (eighth ed.). Chicago: Irwin. Collins, J. C., & Porras, J. I. (1994). Built to Last: Succesful Habits of Visionary Companies. New York: HarperBusiness.

6 J. Strikwerda Versie d.d. 4 oktober 2006 Capon, C. (2000). Understanding Organisational Context. London: Financial Times - Prentice Hall. Chandler, A. D. (1986). The Evolution of Modern Global Competition. In M. E. Porter (Ed.), Competition in Global Industries. Boston, Mass.: Harvard Business School Press. Cristensen, C. M. (1997). The Innovators Dilemma. Boston, Mass.: Harvard Business School Press. Collis, D. J., & Montgomery, C. A. (1997). Corporate Strategy: Resources and Scope of the Firm. Chicago: Irwin. Davenport, T. H., Leibold, M., & Voelpel, S. (2006). Strategic management in the innovation economy: strategy approaches and tools for dynamic innovation capabilities Erlangen: Publicis. Grant, R. M. (2002). Contemporary Strategy Analysis: Concepts, techniques, application (fourth ed.). Oxford: Blackwell. Hamel, G., & Prahalad, C. K. (1994). Competing for the Future. Boston, Mass.: Harvard Business School Press. Heijden, K. v. d. (1996). Scenarios: The Art of Strategic Conversation. Chisester: John Wiley & Sons. Johnson, G., Scholes, K., & Whittington, R. (2005). Exploring Corporate Strategy (7th ed.). London: Prentice Hall. Leifer, R., McDermott, C. M., O'Connor, G. C., Peters, L. S., Rice, M. P., & Veryzer, R. W. (2000). Radical Innovation: How Mature Companies can Outsmart Upstarts. Boston, Mass.: Harvard Business School Press. Ohmae, K. (1983). The Mind of the Strategist: Business planning for competitive advantage. New York: Penguin Books. Pine, B. J., & Gilmore, J. H. (1999). The Experience Economy: Work Is Theatre & Every Business a Stage. Boston, Mass.: Harvard Business School Press. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: The Free Press. Porter, M. E. (1990). The Competitive Advantage of Nations. London: The McMillan Press. Porter, M. E. (1998). From Competitive Advantage to Corporate Strategy. In M. E. Porter (Ed.), On Competition. Boston, Mass.: Harvard Business School Press. Ringland, G. (1998). Scenario Planning: Managing for the Future. Chisester: John Wiley & Sons. Shapiro, C., & Varian, H. R. (1999). Information Rules: A Strategic Guide to the Network Economy. Boston, Mass.: Harvard Business School Press. Slywotzky, A. J. (1996). Value Migration: How to Think Several Moves Ahead of the Competition. Boston, Mass.: Harvard Business School Press. Slywotzky, A. J., & Morrison, D. J. (1997). The profit zone: How strategic business design will lead you to tomorrow's profits. New York: Times Books. Sun Tzu. (1983). The Art of War (Edited & with a Foreword by James Clavell). New York: Dell. Organiseren 1. De operationele organisatie Baldwin, C. Y., & Clark, K. B. (2004). Modularity in the Desing of Complex Engineering Systems. Connecticut.

7 J. Strikwerda Versie d.d. 4 oktober 2006 Fogarty, D. W., & Hoffmann, T. R. (1983). Production and Inventory Management. Cincinnati: South- Western Publishing. Hall, R. W. (1983). Zero Inventories: Dow Jones-Irwin. Hall, R. W. (1987). Attaining Manufacturing Excellence: Dow Jones-Irwin. Hunt, V. D. ( 1996). Process Mapping: Wiley. Juran, J. M. (1995). Managerial Breakthrough (revised ed.). New York: McGraw-Hill. Kaplan, R. S. (Ed.). (1990). Measures for Manufacturing Excellence. Boston, Mass.: Harvard Business School Press. Prencipe, A., Davies, A., & Hobday, M. (Eds.). (2003). The Business of Systems Integration. Oxford: Oxford University Press. Salvendy, G. (ed.) (2001) Handbook of Industrial Engineering. Schneider, B., & Bowen, D. E. (1995). Winning the Service Game. Boston, Mass.: Harvard Business School Press. Schonberger, R. J. (1982). Japanese Manufacturing Techniques. New York: The Free Press. Shingo, S. (1981). Study of 'Toyota' Production System. Tokyo: Japan Management Association. Skinner, W. (1978). Manufacturing in the Corporate Strategy. New York: Wiley. 2. De juridische organisatie Bartman, S. M., & Dorresteijn, A. F. M. (2000). Van het concern (Vierde druk ed.). Deventer: Gouda Quint. Blumberg, P. I. (1993). The Multinational Challenge to Corporation Law: The Search for a New Corporate Personality. New York: Oxford University Press. Bradach, J. L. (1998). Franchise Organizations. Boston, Mass.: Harvard Business School Press. Coffee, John C., (2000) Klein and Coffee s Business Organization and Finance, Legal and Economic Principles, (9 th ed.) Grinten, W. C. L. v. d. (1991). Onderneming en nieuw burgelijk recht. Zwolle: Tjeenk Willink. Raaijmakers, M. J. G. C. (2000). Vennootschaps- en rechtspersonenrecht (4e ed.). Deventer: Gouda Quint. Schilfgaarde, P. v. (1995). Van de BV en de NV (10e ed.). Arnhem: Gouda Quint. Theisen, M. R. (2000). Der Konzern: Betriebswirtschaftliche und rechtliche Grundlagen der Konzernunternehmung (2nd ed.). Stuttgart: C.E. Poeschel Verlag. 3. De concern-organisatie (+ internationale organisatie) Bartlett, C. A., & Ghoshal, S. (1993). Beyond the M-form: Toward a Managerial Theory of the Firm. Strategic Management Journal, 14, Davis, S. M. (1979). Managing and Organizing Multinational Corporations. New York: Pergamon Press. Drucker, P. F. (1946). Concept of the Corporation. New York: John Day. Dunning, J. H. (1993). Multinational Enterprises and the Global Economy. Workingham, England: Addison-Wesley. Goold, M., & Campbell, A. (1987). Strategies and Styles: The Role of the Centre in Managing Diversified Corporations. Oxford: Basil Blackwell. Goold, M., & Luchs, K. S. (Eds.). (1996). Managing the Multibusiness Company: Strategic Issues for Diversified Groups. London: Routledge.

8 J. Strikwerda Versie d.d. 4 oktober 2006 Hoskisson, R. E., & Hitt, M. A. (1994). Downscoping: How to Tame the Diversified Firm. New York: Oxford University Press. Miles, R. E., & Snow, C. C. (1994). Fit, Failure, and the Hall of Fame: How Companies Succeed or Fail. New York: The Free Press. Sloan, A. P. (1962/1986). My Years with General Motors. Hammondsworth: Penguin Books. Tricker, R. I. (1994). International Corporate Governance. New York: Prentice Hall. Williamson, O. E. (2002). The Theory of the Firm as Governance Structure: From Choice to Contract. Berkely, Cal.: University of California, Berkeley, California. 4. De externe organisatie (incl. outsourcing) Brickley, J. A., Smith, C. W., & Zimmerman, J. L. (2001). Managerial Economics and Organizational Architecture (second ed.). Boston: McGraw-Hill. Carlton, D. W., & Perloff, J. M. (2000). Modern Industrial Organization. Reading, Mass.: Addison- Wesley. Contractor, F. J., & Lorange, P. (1988). Cooperative Strategies in International Business. Lexington: D.G. Heath. Deakin, S., & Michie, J. (Eds.). (1997). Contracts, Co-operation, and Competition: Studies in Economics, Management, and Law. Oxford: Oxford University Press. Doz, Y., & Hamel, G. (1998). Alliance Advantage: The Art of Creating Value through Partnering. Boston, Mass.: Harvard Business School Press. Foss, N. J. (1996). Firms, Incomplete Contracts and Organizational Learning (Druid Working Paper No. 96-2). Copenhagen: Copenhagen Business School. Gomes-Casseres, B. (1996). The Alliance Revolution: The New Shape of Business Rivalry. Cambridge, Mass.: Harvard University Press. Lipczynski, J., & Wilson, J. (2001). Industrial Organisation: An Analysis of Competitive Markets. London: Prentice-Hall. McGee, J. S. (1988). Industrial Organization. Englewood Cliffs, NJ: Prentice Hall. Sako, M. (2003). Modularity and outsourcing. In A. Prencipe, A. Davies & M. Hobday (Eds.), The Business of Systems Integration. Oxford: Oxford University Press. Waldman, D. E., & Jensen, E. J. (1998). Industrial organization: theory and practice (2nd print., repr. with corr. ed.). Reading, Mass.,: Addison-Wesley. Quinn, J. B. (1992). Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. New York: The Free Press. 5. De interne organisatie (de formele) Brickley, J. A., Smith, C. W., & Zimmerman, J. L. (2001). Managerial Economics and Organizational Architecture (second ed.). Boston: McGraw-Hill. Burton, R. M., & Obel, B. (2004). Strategic Organizational Diagnosis and Design: The Dynamics of Fit (third ed.). Boston: Kluwer Academic Publishers. Foss, N. J. (2005). Strategy, Economic Organization, and the Knowledge Economy: The Coordination of Firms and Resources. Oxford: Oxford University Press.

9 J. Strikwerda Versie d.d. 4 oktober 2006 Fritz, R. (1996). Corporate Tides: The Inescapable Laws of Organizational Structure. San Fransisco: Berret- Koehler. Galbraith, J. (1973). Designing Complex Organizations. Reading, Mass,: Addison-Wesley. Galbraith, J. R. (2002). Designing Organizations: An Executive Guide to Strategy, Structure, and Process (second (revised) ed.). San Fransico, CA.: Jossey-Bass. Galbraith, J. R. (2005). Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process: Jossey-Bass. Goold, M., & Campbell, A. (2002). Designing Effective Organizations: How to Create Structured Networks. San Fransisco, CA: Jossey-Bass. Harris, M., & Raviv, A. (1999). Organization Design. Chicago: Graduate School of Business. Hill, W., Fehlbaum, R., & Ulrich, P. (1994). Organisationslehre 1: Ziele, Instrumente und Bedingungen der Organisation sozialer Systeme (5. ed.). Bern: Verlag Paul Haupt. Hill, W., Fehlbaum, R., & Ulrich, P. (1998). Organisationslehre 2: Ziele, Theoretische Ansätze und praktische Methoden der Organisation sozialer Systeme (5. ed.). Bern: Verlag Paul Haupt. Lynskey, M. J., & yonekura, S. (Eds.). (2002). Entrepreneurship and Organization: The Role of the Entrepreneur in Organizational Innovation. Oxford: Oxford University Press. Morabito, J., Sack, I., & Bhate, A. (1999). Organization Modeling: Innovative Architectures for the 21st Century. Upper Saddle River: Prentice Hall. Nadler, D. A., & Trushman, M. L. (1997). Competing by Design: The Power of Organizational Architecture. Oxford: Oxford University Press. Roberts, J. (2004). The Modern Firm: Organizational Design for Performance and Growth. Oxford: Oxford University Press. Sadler, P. (1998). Designing Organizations: The Foundation for Excellence (third ed.). London: Kogan Page. Simons, R. (2005). Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance And Commitment. Boston, Mass.: Harvard Business School Press. 6. Kennismanagement Burton-Jones, A. (1999). Knowledge Capitalism: Business, Work, and Learning in the New Economy. Oxford: Oxford University Press. Boisot, M. H. (1995). Information Space: A Framework for Learning in Organizations, Institutions and Culture. London: Routledge. Boisot, M. H. (1998). Knowledge Assets. Oxford: Oxford University Press. Choo, C. W. (1998). The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge and Make Decisions. New York: Oxford University Press. 7. Organisatie van informatiesystemen Applegate, L. M., Austin, R. D., & McFarlan, F. W. (2006). Corporate Information Strategy and Management: Text and Cases (7th ed.). New York: Irwin/McGraw Hill. Ahituv, N., & Neumann, S. (1983). Principles of Information Systems for Management. Dubuque, Iowa: Brown Company Publishers. Davenport, T. H. (2000). Mission Crtical: Realizing the Promise of Enterprise Systems. Boston, MA: Harvard Business School Press.

10 J. Strikwerda Versie d.d. 4 oktober 2006 Nolan, R. L., & Croson, D. C. (1995). Creative Destruction: A Six-Stage Process for the Transforming the Organization. Boston, Mass.: Harvard Business School Press. Weill, P., & Ross, J. W. (2004). IT Governance: How Top Performers Manage IT Decision Rights for Superior Results. Boston, MA: Harvard Business School Press. 8. De interne organisatie (informeel, cultuur) Ashkanasy, N. M., Wilderom, C. P. M., & Peterson, M. F. (Eds.). (2000). Handbook of Organizational Culture & Climate. London: Sage. Davis, S. M. (1984). Managing Corporate Culture. Cambridge, Mass.: Ballinger Publishing Co. Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, Mass.: Addison-Wesley. Egan, G. (1994). Working the Shadow Side: A Guide to Positive Behind-the-Scenes Management. San Franscisco: Jossey-Bass Publishers. Schein, E. H. (1999). The Corporate Culture Survival Guide: Sense and Nonsense About Culture Change. San Franscisco: Jossey-Bass Publishers. Leidinggeven 1. Het functioneren van de leidinggevende Blanchard, K., & Johnson, S. (1982). The One Minute Manager. New York: William Morrow. Bossidy, L., & Charan, R. (2002). Execution: The Discipline of Getting Things Done. New York: Crown Business. Drucker, P. F. (1973). Management: Tasks, Responsibilities, Practices. New York: Harper & Row. Drucker, P. F. (1954). The Practice of Management. New York: Harper & Brother. Graham, P. (Ed.). (1995). Mary Parker Follett-prophet of management: a celebration of writings from the 1920s. Boston, Mass.: Harvard Business School Press. Krass, P. (Ed.). (1997). The Book of Business Wisdom: Classic Writings by the Legends of Commerce and Industry. New York: John Wiley. Kepner, C. H., & Tregoe, B. B. (1965). The Rational Manager: A Systemic Approach to Problem Solving and Decision Making. New York: McGraw-Hill. Machiavelli, N. (1999). De heerser. 14e druk. Athenaeum-Polak & Van Gennep. March, J. G. (1994). A Primer on Decision Making: How Decisions Happen. New York: The Free Press. Pfeffer, J. (1992). Managing with Power: Politics and Influence in Organizations. Boston, Mass.: Harvard Business School Press. Quinn, R. E. (1988). Beyond rational management: mastering the paradoxes and competing demands of high performance. San Francisco, Calif.: Jossey-Bass. Reddin, W. J. (1970). Managerial Effectiveness. New York: McGraw-Hill. Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision Making. Pittsburg PA: University of Pittsburg Press. Werder, A. v. (1994). Unternehmungsführung und Argumentationsrationalität: Grundlagen einer Theorie der abgestuften Entscheidungsvorbereitung. Stuttgart: Schäffer-Poeschel.

11 J. Strikwerda Versie d.d. 4 oktober Human resource management Buchanan, D., & Huczynski, A. (2004). Organizational Behaviour (5th ed.). Harlow, England: Financial Times-Prentice Hall. Fatehi, K. (1996). International Management: A Cross Cultural Approach: Prentice Hall. Greenberg, J., & Baron, R. A. (2003). Behavior in Organizations: Understanding and Managing the Human Side of Work (eighth ed.). Upper Saddle River, NJ: Prentice-Hall. Haslam, S. A. (2004). Psychology in Organizations: The Social Identity Approach (2nd ed.). London: SAGE publications. Mullins, L. J. (2002). Management and Organisational Behaviour (sixth ed.). London: Prentice-Hall. Pfeffer, J. (1998). The Human Equation. Boston: Harvard Business School Press. Rollinson, D. (2002). Organisational Behaviour and Analysis: An Integrated Approach (second ed.). London: Financial Times-Prentice Hall. Vroom, V. H., & Deci, E. L. (Eds.). (1970). Management and Motivation. Hammondsworth: Penguin. 3. Samenwerking Belbin, M. (1984). Management Teams: Why they succeed or fail. Katz, D., & Kahn, R. L. (1966). The Social Psychology of Organizations. New York: Wiley. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Boston MA: Harvard Business School Press. Leavitt, H. J., Pondy, L. R., & Boje, D. M. (Eds.). (1980). Readings in Managerial Psychology (third ed.). Chicago: The University of Chicago Press. Whitney, J. O. (1996). The Economics of Trust: Liberating Profits & Restoring Corporate Vitality. New York: McGraw-Hill. Hier zullen anderen nog publicaties willen toevoegen over competentiemanagement, coaching e.d. Coördinatie Aantekening. Alle activiteiten zoals strategische planning, organiseren, leidinggeven, vormen elementen van coördinatie. Hier wordt met coördinatie vooral ook bedoeld het deployeren van doelen in middelen. Vandaar dat hieronder ook wordt genoemd management control, dat immers tot primaire taak heeft de strategie te vertalen in action control Anthony, R. N., & Govindarajan, V. (1995). Management Control Systems (8th ed.). Chicago: Irwin. Bower, J. L. (1986). Managing the Resource Allocation Process. Boston, Mass.: Harvard Business School Press. Bower, J. L., Bartlett, C. A., Uyterhoeven, H. E. R., & Walton, R. E. (1995). Business Policy: Managing Strategic Processes (eighth ed.). Chicago: Irwin. Foss, N. J. (2005). Strategy, Economic Organization, and the Knowledge Economy: The Coordination of Firms and Resources. Oxford: Oxford University Press.

12 J. Strikwerda Versie d.d. 4 oktober 2006 Jensen, M. C., & Meckling, W. H. (1998). Coordination, Control and the Management of Organizations: Course Notes (No. Working Paper #98-098): Harvard Business School. Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston, Mass: Harvard Business School Press. Kaplan, R. S., & Norton, D. P. (2006). Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Boston, MA: Harvard Business School Press. Merchant, K. A. (1998). Modern Management Control Systems. Upper Saddle River NJ: Prentice Hall. Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Boston, Mass.: Harvard Business School Press. Hier zullen anderen nog publicaties willen toevoegen over teambuilding, horizontale communicatie, conflicthantering e.d. Control Anthony, R. N., & Govindarajan, V. (1995). Management Control Systems (8th ed.). Chicago: Irwin. Merchant, K. A. (1998). Modern Management Control Systems. Upper Saddle River NJ: Prentice Hall. Starreveld s Leer der administratieve organisatie (Starreveld, R. W., Mare, H. B. d., & Joëls, E. J. (1994). Bestuurlijke informatieverzorging: Algemene Grondslagen. Alphen aan den Rijn: Samson Bedrijfsinformatie.) Sawyer, L.B. & Summers, S.E. (1988). Sawyer s internal auditing, the practice of modern internal auditing. The Institute of Internal Auditors, Altamont Springs, Florida. Organisatie en management van innovatie, ontwikkeling, productie en delivery Aan dit onderdeel moeten nog publicaties worden toegevoegd over innovatie-management, project-management, logistiek, e.d. Baldwin, C. Y., & Clark, K. B. (2004). Modularity in the Desing of Complex Engineering Systems. Connecticut. Davenport, T. H. (1993). Process Innovation: Reengineering Work through Information Technology. Boston, MA: Harvard Business School Press. Fogarty, D. W., & Hoffmann, T. R. (1983). Production and Inventory Management. Cincinnati: South- Western Publishing. Hall, R. W. (1983). Zero Inventories: Dow Jones-Irwin. Hall, R. W. (1987). Attaining Manufacturing Excellence: Dow Jones-Irwin. Hunt, V. D. ( 1996). Process Mapping: Wiley. Juran, J. M. (1995). Managerial Breakthrough (revised ed.). New York: McGraw-Hill. Kaplan, R. S. (Ed.). (1990). Measures for Manufacturing Excellence. Boston, Mass.: Harvard Business School Press. Leonard-Barton, D. (1995). Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation. Boston MA: Harvard Business School Press.

13 J. Strikwerda Versie d.d. 4 oktober 2006 Prencipe, A., Davies, A., & Hobday, M. (Eds.). (2003). The Business of Systems Integration. Oxford: Oxford University Press. Salvendy, G. (ed.) (2001) Handbook of Industrial Engineering. Schonberger, R. J. (1982). Japanese Manufacturing Techniques. New York: The Free Press. Shingo, S. (1981). Study of 'Toyota' Production System. Tokyo: Japan Management Association. Skinner, W. (1978). Manufacturing in the Corporate Strategy. New York: Wiley. Organisatie en management van commerciële activiteiten Ball, D. A., & jr., W. H. M. (1993). International Business: Introduction and Essentials (fifth ed.). Homewood Il.: Irwin. Kotler, P. (2002). Marketing Management (11th ed.): Prentice Hall. Majaro, S. (1982). International Marketing: A Strategic Approach to World Markets (revised ed.). Boston: Allen & Unwin. Schneider, B., & Bowen, D. E. (1995). Winning the Service Game. Boston, Mass.: Harvard Business School Press. Financiering van de onderneming Copeland, T., Koller, T., & Murrin, J. (2006). Valuation: Measuring and Managing the Value of Companies (fourth ed.). New York: Wiley. Grinblatt, M., & Titman, S. (2002). Financial Markets and Corporate Strategy (2nd ed.). Boston: McGraw- Hill. Op dit vakgebied bestaat veel meer literatuur, maar verschillen onderling weinig. Ook is er een neiging hieronder de literatuur over corporate governance te verstaan, maar dat moet gerekend worden tot ondernemingsbestuur.volledigheidshalve worden hier de belangrijkste publicaties over corporate governance vermeld. Corporate Governance Bradley, M., Schipani, C. A., Sundaram, A. K., & Walsh, J. P. (2000). The Purposes and Accountability of the Corporation in Contemporary Society: Corporate Governance at a Crossroads. Retrieved September, from Keasy, K., Thompson, S., & Wright, M. (Eds.). (1997). Corporate Governance: Economic, Management, and Financial Issues. Oxford Oxford University Press. Leblanc, R., & Gillies, J. (2005). Inside the Boardroom: How Boards really work and the coming revolution in corporate governance. Mississauga, Ont.: Wiley. Tricker, R. I. (1984). Corporate Governance. Aldershot: Gower. Williamson, O. E. (1996). The Mechanisms of Governance. New York: Oxford University Press. Zingales, L. (1998). Corporate Governance. The New Palgrave Dictionary of Economics and the Law.