Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1973 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.
The fourth edition of this book introduces business ethics concepts, tools and theories, then applies them to key stakeholder groups. It takes a global approach in a market dominated by US texts. The accessible style and thorough pedagogy ensure the book is both student- and teacher-friendly.
Thoroughly revised and updated, this Fourth Edition is the most comprehensive, current reference on lung cancer, with contributions from the world's foremost surgeons, radiation oncologists, medical oncologists, pulmonologists, and basic scientists. Coverage includes complete information on combined modality treatments for small cell and non-small cell lung cancer and on complications of treatment and management of metastases. Emphasis is also given to early detection, screening, prevention, and new imaging techniques. This edition has expanded thoracic oncology chapters including thymus, mesothelioma, and mediastinal tumors, more detailed discussion of targeted agents, and state-of-the-art information on newer techniques in radiotherapy. Other highlights include more international contributors and greater discussion of changes in lung cancer management in each region of the world. A new editor, Giorgio Scagliotti, MD from the University of Turin, has coordinated the accounts of European activities. A companion website includes the full text online and an image bank.
First published in 1985, this book is about Imperial Chemical Industries’ response to the changing social, political, business and economic environment over the past twenty years. Using personal interviews and archival material, Andrew Pettigrew examines the evolution of business strategy, organisation structure and culture, technology and union-management relations within this corporate giant over an extended period of time. It is a compelling account, told from the inside, by one of the world’s leading management and organisation theorists. The Awakening Giant has made a major practical and theoretical contribution to the study of corporate strategy, organisational analysis and change, and business history. Anyone with an interest in managing change in a large corporation will find this reissue rewarding reading.
First published in 1985, this book is about Imperial Chemical Industries' response to the changing social, political, business and economic environment over the past twenty years. Using personal interviews and archival material, Andrew Pettigrew examines the evolution of business strategy, organisation structure and culture, technology and union-management relations within this corporate giant over an extended period of time. It is a compelling account, told from the inside, by one of the world's leading management and organisation theorists. The Awakening Giant has made a major practical and theoretical contribution to the study of corporate strategy, organisational analysis and change, and business history. Anyone with an interest in managing change in a large corporation will find this reissue rewarding reading.
First published in 1985, this book is about Imperial Chemical Industries’ response to the changing social, political, business and economic environment over the past twenty years. Using personal interviews and archival material, Andrew Pettigrew examines the evolution of business strategy, organisation structure and culture, technology and union-management relations within this corporate giant over an extended period of time. It is a compelling account, told from the inside, by one of the world’s leading management and organisation theorists. The Awakening Giant has made a major practical and theoretical contribution to the study of corporate strategy, organisational analysis and change, and business history. Anyone with an interest in managing change in a large corporation will find this reissue rewarding reading.
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