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Value-based management in learning organizations through 'hard' and 'soft' managerial approaches: The case of Hewlett-Packard


  • Søren Nymark


'Learning organizations' enable companies to remove hierarchical levels and to introduce a flatter organizational structure, which can lead to reduced costs and increased productivity. A recent Danish study has proved coherence between a flat, integrative organizational structure and an increased productivity. This enables a kind of management in which the managerial form is not as direct as it is in more traditional structured companies. Value-based management is advanced as a possible answer to the question of which managerial form that is appropriate for these kind of companies. In the article, value-based management is described as well as the underlying factors that are affected by such a managerial form. Required managerial elements in relation to value-based management are advanced. Examples from Hewlett-Packard are used to illustrate both the use of value-based management in practice and the underlying factors.

Suggested Citation

  • Søren Nymark, 2000. "Value-based management in learning organizations through 'hard' and 'soft' managerial approaches: The case of Hewlett-Packard," DRUID Working Papers 00-10, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
  • Handle: RePEc:aal:abbswp:00-10

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    organizational learning; organizational storytelling; organizational memory organization;

    JEL classification:

    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • L63 - Industrial Organization - - Industry Studies: Manufacturing - - - Microelectronics; Computers; Communications Equipment
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility


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