000			01445nam a2200181 4500
008			180110b xxu||||| |||| 00| 0 eng d
020			_a9780190640446
082			_a658.4092 _bBUR
100			_aBurgelman, Robert A. _924414
245			_aBecoming Hewlett Packard: Why Strategic Leadership Matters
260			_bOxford University Press _c2017 _aNew York
300			_a384p
500			_aPart I: Corporate Becoming: An Integral Strategic Leadership Process 1. Corporate Becoming and Strategic Leadership 2. HP's History of Becoming - 1939-2016: An Integral Process Analysis Part II: HP's History of Becoming: Differential Successive CEO Contributions 3. Bill Hewlett and Dave Packard Build a Great Test & Measurement Instruments Company 4. John Young Doubles Down on Computing 5. Lew Platt Pivots HP toward Commodity Business 6. Carly Fiorina Drives HP toward Scale and Scope 7. Mark Hurd Manages Relentlessly for Results 8. Leo Apotheker Intends to Revolutionalize HP Part III: Corporate Becoming and Strategic Leadership: Harnessing the Past and Driving the Future 9. Meg Whitman Resolves Strategic Integration Challenges -From Better Together to Splitting HP in Two 10. Corporate Becoming: Why Strategic Leadership Matters
600			_aLeadership _924415
700			_aMcKinney, Webb _924416
700			_aMeza, Philip E. _924417
942			_2ddc _cLB _k658.4092 _mBUR
999			_c109767 _d109767