Книги

In todays competitive landscape organizational learning and knowledge management initiatives are emerging of powerful sources of competitive advantage. In this paper, the researches report on the design and expected result of a survey on knowledge management, which has been designed putting special emphasis on the interplay between the technical and non-technical aspects of learning and knowledge management initiatives. Questionnaires have been sent to 1100 firms from 11 industries in Spain, in order to be able to conduct both intra- and inter-industry analysis. In addition, in order to enrich the results, in-depth interviews was going to be held with selected companies. This allowed the authors to report on (1) what knowledge management initiatives was planned and carried out, (2) the role of technology in these initiatives, (3) the role of non-technical aspects like career planning and human resource policies, (4) the perceived effectiveness of the initiatives, and (5) the main underlying causal dynamics at work.

The paper starts with a discussion on time, and on how different time reckoning systems have been introduced and used to coordinate activities. The discussion leads to the conclusion that time has become institutionalized and conceived of as a taken-for-granted commodity. At the same time, however, time is socially constructed. We argue that different constructions of time can be escribed using four dimensions (rate, duration, synchronization, and sequence), and that that the construction of time, as far as the four dimensions are concerned, is of importance for the organizing and coordination of activities. Four different coordinating principles (time schedules, levelers, checkpoints, and brackets) are derived from a discussion on the four dimensions. Thereafter five empirical examples on coordination of time are presented. The empirical examples are used to further analyze the coordinating principles and suggest a comprehensive understanding of the when-question.

Carpenter/Sanders is the first book built around a dynamic perspective on strategy. Three themes constitute the dynamic perspective on strategy: (1) changing strategies for changing times, (2) the integration of formulation and implementation, and (3) strategic leadership. Crafting Business Strategy for Dynamic Contexts- chapter 6 is the aggregate of much of the current research on dynamic strategies, including: Competitive Dynamics, Technological Changes, and Hypercompetition . After reading the chapter, students will learn models that guide them through formulating and implementing a strategy in a dynamic, or changing, environment. Strategy Diamond: The strategy diamond outlines five key elements necessary for creating a complete strategy: arenas, vehicles, differentiators, staging, and economic logic. The Strategy Diamond gives students a concrete model for considering all aspects of a strategy in order to create and implement a complete strategy. The arenas and staging elements deal specifically with the dynamic aspect of strategy. How Would You Do That” exercises- There are two of these robust exercises in each chapter, immersing students in the implementation challenges real companies face. The exercises allow implementation to remain in the forefront of the student’s minds even in the formulation chapters. Market- For undergraduate/MBA strategic management courses.

A guide integrating the most current strategic management theories and practices, with an array of interactive features. Includes comprehensive cases at the end of each chapter, of companies such as Levi-Strauss and Starbucks, a companion Web site giving students access to online study guides, Internet resources, and more

In this paper we draw on Niklas Luhmanns social systems theory, and in particular his concept of an episode, to guide research into strategic practice and its relationship to the operating routines of an organization. Episodes, in Luhmanns theory, provide a mechanism by which a system can suspend its routine structures and so initiate a reflection on and change of these structures. Applying this theory to the organisational process of strategic change, the authors draw attention to the routine nature of strategic episodes and to their organisational role as the effective locus of strategic practice and the interaction between strategic and operating routines.

"Лидерство без границ" - книга, в которой изложены новейшие концепции в области менеджмента, стратегического управления, маркетинга и намечены контуры перемен и новаций, ведущих к успеху в новом мире без границ. По мнению авторов - ведущих бизнес-стратегов компании Accenture и признанных специалистов в области менеджмента из фонда Дракера, современные лидеры должны вырваться из узких границ своих офисов и научиться эффективно использовать информационные технологии, создавать альянсы, партнерства и сетевые организации.
В книге затронуты проблемы лидерства и управления не только в контексте бизнеса, но также исследованы вопросы оптимизации деятельности некоммерческих организаций и государственных структур. Таким образом, книга заинтересует самый широкий круг руководителей, а также преподавателей и учащихся экономических вузов.
М.: Альпина Паблишер, 2001. - 315 с.

This paper describes the theoretical frame of reference and research methods for a planned research program. The aim of the program is to explore different patterns of collaboration and power games between industrial designers, engineers and marketers. Two main theoretical strategies will be used: On one hand, we are trying to understand the different professional groups own sense-making of the situation. This is done through symbolic interactionism and Weick's theoretical perspective. On the other hand we also try to understand the collaboration from an outside analysis or a deconstruction influenced by Latour and Cooren.

Over the last years the resource-based view (RBV) of strategic management has attracted wide academic and managerial attention. Drawing on RBV literature, this paper analyses the interrelationships between RBV and organizational innovation. The authors examine those aspects of RBV that critically determine the firms capacity to innovate by integrating the relevant theoretical and empirical evidence. A number of contributions setting the ground for future empirical research are provided.

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.

Building on coevolution theory and existing knowledge about strategic and organizational change, this paper develops a conceptual framework for studying change in organizations as coevolution. The focus is on how organizations create constructed environmental conditions, hence forming the context for themselves and other organizations and their environment. The paper illustrates this problematic by focusing on the interplay between public and private organizations. A set of propositions and an integrated framework laying the ground for future empirical research are developed.

Does the need for sustainable development hinder businesses ability to create value? Is firms competitiveness negatively affected by considering that need? After quickly reviewing the main literature contributions on the relationship between business and society, and drawing from resource-based view of the firm and sustainable development literature, this paper presents a proposal for a dynamic and sustainable view of the firm. It shows how considering the changes introduced into the competitive landscape by sustainable development influences the way in which companies develop their resources, capabilities and activities, fostering the persistence of competitive advantages based on knowledge and innovation.

'Organizational learning, development and planned change cannot be understood without considering culture as a primary source of resistance to change.' Thus argues Schein in the second edition of this seminal book. The work is organized into six parts, dealing with a.what culture is and does; b.the dimensions of culture; c.how to study and interpret culture; d.the role of leadership in building culture; e.the evolution of culture and leadership and; f.learning cultures and learning leaders. Schein's discussion of learning draws explicitly on the thinking of Donald Michael, Tom Malone and Peter Senge and asserts that the leaders of the future will have to be perpetual learners. This is a highly readable book, which pulls together insights from both the academic and practitioner worlds. Its canvass is broad but represents the real depth of understanding that comes from an expert who has spent years developing his knowledge of this topic.

Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizationsdespite interest, resources, and compelling business resultscan fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo. Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for grantedan inherent, natural part of the processes of change. And they can stop innovation cold,unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for examplethe lack of control over time available for innovation and learning initiativeslies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal Dutch/Shell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.

Ключ к успеху в любом бизнесе грамотное определение целевого потребителя. Сейчас это понимают не только теоретики маркетинга, но и специалисты-практики, работающие на рынке. Возможно, и вы задумывались над тем, как провести сегментирование, но мысль о том, что это нечто невообразимо сложное вас останавливала. Мы надеемся, что эта книга полностью изменит такое мнение. Написанная в стиле практического руководства, она охватывает весь процесс сегментирования от анализа ситуации до составления маркетинговой программы, причем каждый этап изложен логично и доступно, с использованием множества практических рекомендаций. Книга будет полезна для маркетологов, предпринимателей, студентов экономических вузов, изучающих маркетинг.

В пятом издании книги « Маркетинговые каналы » основное внимание авторов сосредоточено на описании процессов формирования, развития и долговременного поддержания эффективных отношений между членами маркетинговых каналов, которые призваны обеспечить достижение конкурентных преимуществ как каждой отдельной фирмой, так и всеми компаниями, входящими в состав канала. Читателю предложены рекомендации, использование которых поможет при принятии как тактических, так и стратегических управленческих решений. При этом основное внимание уделено обсуждению вопросов планирования, организации и управления альянсами разнообразных организаций и учреждений, а также функциональных подразделений компаний, участвующих в процессе доставки товаров и услуг различным потребителям - производственным и коммерческим структурам, а также конечным пользователям. Если управление маркетинговым каналом осуществляется действительно эффективно, вы можете быть уверены в том, что конечный потребитель будет полностью удовлетворен как временем получения товара или услуги, так и местом их приобретения и, соответственно, способом приобретения. В книге очень подробно проанализированы проблемы обеспечения надлежащего уровня обслуживания как конечных потребителей доставляемых по маркетинговому каналу товаров и услуг, так и организаций, входящих в состав самого канала.