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featured management models

five forces: Porter, Michael E.
 

five forces

Porter, Michael E.

  • topic: strategic management
  • period: 1980
Michael Porter's innovative research in the 1980's changed managers' perceptions of their own industry's importance as a factor for their company's strategy. Business unit managers would now have to study their industry's characteristics since an industry's structure determines its relative economic attractiveness and hence, the profit potential of all companies...
 
six coordination mechanisms: Mintzberg, Henry
 

six coordination mechanisms

Mintzberg, Henry

  • topic: org. design & development
  • period: 1979
The Canadian academic, Henry Mintzberg, distinguished six coordination mechanisms from organisational design literature. Any group of individuals that needs to accomplish a complex task faces two opposing requirements: the division of labour of the task into subtasks to support specialisation, and the coordination of these subtasks to accomplish the overall...
 
corporate innovation indicators: Kleinknecht, Alfred
 

corporate innovation indicators

Kleinknecht, Alfred

  • topic: finance & accounting and innovation & risk
  • period: 1992
Alfred Kleinknecht graduated in economics at the Free University of Berlin in 1977 and obtained a PhD in economics at the Free University of Amsterdam in 1984 where he was a professor of Industrial Economics from 1994 until 1997, then professor in the Economics of Innovation at TU Delft. His study focuses on economics of innovation and his expertise comprises...
 
product market matrix: Ansoff, H. Igor
 

product market matrix

Ansoff, H. Igor

  • topic: innovation & risk, marketing & sales and strategic management
  • period: 1957
In the late 1950's, the Russian-American engineer, Igor Ansoff, a founder of strategic management, argued that strategic planning was essential for firms operating in a complex, turbulent environment. At that time, sociologists dominated the research on strategic adaptation of non-profit organisations primarily and concluded that ad-hoc management was appropriate...