Книги

Organizational decisions are characterized by a multiplicity of choice criteria. This property, which in reality affects virtually all human behaviors, prevents use of the standard (neoclassical) theory of decisions based on the maximization of a single criterion. Rather, the outranking methods developed by the French school of operational research make it possible to deal with multicriterial choices and avoid the defects of the naive method. This paper develops a paradigmatic example in order to show the essential effects of the outranking methods and their compatibility with the theory of limited rationality and satisfactory choices.

During the past few years, the global environment has been increasingly causing revolutionary, disruptive innovation changes in traditional industries, corporations and business models. Traditional approaches to strategy are proving to be inadequate to deal with these changes, and those who want to survive and succeed in the highly competitive global economy urgently need more dynamic, innovative and holistic approaches to strategy and strategic management.
The major focus of this book is to provide new strategic management approaches and tools to enable capabilities for rapid, discontinuous organizational innovation and change. For both advanced students and business managers, it presents a well-balanced combination of leading-edge theory supported by published articles of prominent scholars, and case studies & examples, all designed to substantiate a new strategic mindset, innovative tools, and practical applications for significantly increased innovative capabilities

Boards of directors and corporate governance debates have been highly focused in the business press and even in research, but few universities offer courses on these topics. In this paper a research and teaching model is introduced, and we will show some examples of how such courses may be designed and how they relate to research. Examples are given for executive courses, undergraduate courses and graduate courses. The paper concludes by presenting the second international doctoral course on governance in SMEs.

A competitor can generally be defined from an environmental- or cognitive perspective. Within both perspectives a competitor is defined as a rival and cooperation between competitors is disregarded. Basic arguments in this paper are that we should focus on a company perspective when defining a competitor and that the notion of rivalry can be questioned. The aim is to review existing definitions of a competitor by taking into account cooperation between competitors. The nature of the paper is conceptual and it concludes in four propositions.

With new material on crafting mission, vision and value, The Strategic Planning Workbook enables the reader to do the thinking, gather the necessary information, make a decision and translate conclusions into action plans. It covers the strategic planning process step by step. In a clear, pragmatic style, Neville Lake draws on a mixture of his own diagnostic tools, analytical techniques and decision-making processes, along with many strategic planning standards and favorites. Whether you are a manager in a large organization with responsibility for revitalizing your division or an owner / manager of a small business looking to take your business to a new level, The Strategic Planning Workbook will become your indispensable guide and reference tool. Following it you will get the job done. The accompanying CD-ROM includes a 40-minute video presentation by the author that takes you through the eight decision-making techniques as they are used in a strategic planning sess

In this study we analyze possible links between new institutional economics and stakeholder management models. The authors' preliminary findings fit with the traditional political organization argument: namely that firms organizational decision-making include explicit and implicit aspects, shaped by institutional and technical constraints, and that decisions have to be balanced from this perspective. As an illustrative empirical material the authors use failed merger and acquisition process between United Airlines and US Airways 2000 2001. The basic theorizing methods used in this paper are the alternate template strategy, and comparative analysis between the two readings (texts). The authors suggestion is that the two theoretical frameworks are complementary, and could be useful when studying / estimating the influence of inter-organizational negotiations to organizational decisionmaking, and especially strategizing.

Один из наиболее видных представителей европейской маркетинговой школы, профессор Жан-Жак Ламбен, предлагает учебник, занимающий особое место в современной деловой и управленческой литературе. Наряду с последовательным и систематическим изложением научнообоснованных подходов к маркетингу автор уделяет серьезное внимание реализации маркетинговых стратегий в повседневной деятельности компаний, работающих на различных товарных рынках. Ж.-Ж.Ламбен отходит от традиционного схематичного представления маркетинговой деятельности как комбинации четырех базовых направлений (4Р) и переосмысливает роль маркетингового подразделения в обеспечении эффективности бизнеса фирмы. В книге подробно анализируются содержание и взаимосвязи двух уровней маркетинга - стратегического и операционного, при этом акцент делается на практическое применение теоретических знаний. В отличие от многих аналогичных изданий детально рассматриваются такие области как маркетинг промышленных товаров, торговый маркетинг и международный маркетинг. Автор приводит большое количество примеров, связанных с успешными действиями компаний на рынке. Впервые в русское издание книги Ж.-Ж.Ламбена включены кейсы, моделирующие конкретные проблемные ситуации, с которыми пришлось столкнуться известным зарубежным фирмам. Данная работа ориентирована прежде всего на слушателей программ МВА, студентов старших курсов, обучающихся по управленческим специальностям, а также на профессиональных менеджеров, работающих в сфере маркетинга истратегического управления.

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies.
On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance

Main result of the collaborative research with Sekurit Saint Gobain can be summarised as follows: this research provides a new perspective on corporate R&D management in the context of today intensive innovation; in that perspective knowledge production in research lab is distinct from innovation processes; research management isnt innovation management. Based on our intervention research with Sekurit Saint Gobain Research lab, we give some properties of an I function which differ from research and from development (value evaluation, management processes, managerial objects, economic logic).

This is a book about how firms manage their knowledge assets, specifically the creation and growth of their technological capabilities. It is based on extensive field research undertaken in US manufacturing companies over a ten year period. At the center of the analysis is the concept of core capabilities, comprising skills and knowledge base, physical systems, managerial systems, and values. Unchecked, these capabilities can become core rigidities restricting the ability of the firm to develop and exploit knowledge. These constructs are used to examine a range of key innovation activities, both within and outside the firm, and, in broader terms, to discuss growth and renewal at the national level. This is a well researched book, combining the insights that come from a very detailed knowledge of the field with a very real concern to make their significance readily available to both scholar and practitioner.

This article presents a new method for the development of product ideas, where the initial focus for development is not product ideas, but fantasy worlds. Based on a mental visualization session groups develop fantasy worlds through writing stories in circles. Some of these stories are acted out in scenario play. Phrases from these stories are then used as basis for idea development. This method gives interesting ideas that would be hard to come up with through traditional brainstorming. It helps to get a broader and deeper understanding of the design task and it strongly influences the team spirit and atmosphere. The method is presented through a case with industrial design students in Oslo, where the task was to develop new mouth hygiene products for the Norwegian company Jordan.

The main purpose of this paper is to examine the effect of strategic moves on the likelihood of organizational survival in a population of firms which has undergone continuous and radical transformations in its environment. To this end, the authors propose and test two competitive hypotheses which are the result of two other theoretical perspectives about the consequences of strategic change: the adaptation view (classic strategic management and dynamic capabilities) and the ecological approach. While from the former strategic change has a positive effect on the likelihood of organizational survival, from the ecological approach, strategic change implies an increase in the likelihood of organizational extinction. The sample used to test the two proposed hypotheses is the Spanish private banks population over the period 1983-1997. The results confirm the negative effect of strategic change on the likelihood of organizational extinction, in line with the conclusions of the adaptive perspective and other research carried out in different settings. This paper introduces two important methodological innovations: (a) the definition and measurement of strategic change by using a new cluster algorithm, MCLUST; and (b) the control of the non-observable heterogeneity using panel data models for logit regression.

This paper draws on J.R. Commons theory of institutional change to make some suggestions for integrating the political dimension into an analysis of routines and organisational learning, or the processes that change routines. The programmatic advice offered here remains incomplete, though, as the cognitive aspect of routines is examined from the partial angle of the relational and organisation-specific knowledge that individuals require in order to get the job done. In the concluding section of the paper, the author suggest that research based on the cultural-historical approach to distributed cognition may provide the tools for integrating this latter building-block into a Commons inspired account of routines and organisational learning.

While most management books focus on industrial companies, this book deals with firms selling professional services to other firms or institutions. Examples are law and accounting firms, engineering and marketing consultants, architechts, insurance brokers and investment bankers. Based on in-depth studies of firms in multiple industries, the book presents a number of examples as well as a framework for the development of firm strategies

One of the most important and difficult challenges in dynamic competitive environments is the question of how the organization is structured in order to achieve efficiency, agility, and adaptability simultaneously. This paper presents an effort at theory development, based on in-depth studies of highly knowledge intensive firms, and we propose three key dimensions driving the complexity of organizing: the extent to which tasks (activities) are predefinable ex ante (formerly described as task characteristics), the degree of interdependence between tasks, subtasks, and the people performing the tasks, and the type of coordination required.