Is Ford 2000 the right strategy for innovation? A management theory perspective
dc.contributor.author | Afuah, Allan | en_US |
dc.date.accessioned | 2006-04-19T14:16:22Z | |
dc.date.available | 2006-04-19T14:16:22Z | |
dc.date.issued | 1997-10 | en_US |
dc.identifier.citation | Afuah, Allan (1997)."Is Ford 2000 the right strategy for innovation? A management theory perspective." Strategic Change 6(6): 345-355. <http://hdl.handle.net/2027.42/35207> | en_US |
dc.identifier.issn | 1086-1718 | en_US |
dc.identifier.issn | 1099-1697 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/35207 | |
dc.description.abstract | • In consolidating its North American and European product development into five Vehicle Program Centers (VPCs) to develop cars for all markets, integrating its manufacturing, supply, marketing and sales into a worldwide operation, Ford is moving from a so-called multi-domestic strategy to a global one. • The question is if this is the right strategy for an automobile company that wants to offer new low cost and/or differentiated products to its customers worldwide. • This article advances three points: • First, that although the strategic change is appropriate, it may not have gone far enough. • Second, to get the best out of the strategy, in any case, Ford must implement it well, moulding the right organizational structure, systems/processes, and the right people in the right positions. • Third, it must integrate into its systems, the right information and communications technologies. Optimal performance requires a fit between strategy, structure, systems/processes and people. © 1997 John Wiley & Sons, Ltd. | en_US |
dc.format.extent | 191316 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | John Wiley & Sons, Ltd. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | Is Ford 2000 the right strategy for innovation? A management theory perspective | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | University of Michigan Business School, 701 Tappan, Ann Arbor, Michigan 48109-1234, USA ; University of Michigan Business School, 701 Tappan, Ann Arbor, Michigan 48109-1234, USA | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/35207/1/311_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/(SICI)1099-1697(199710)6:6<345::AID-JSC311>3.0.CO;2-P | en_US |
dc.identifier.source | Strategic Change | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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