Business strategy Books

Book SynopsisMatters of ideology and security have become deeply entwined in China’s economic and business environment. The context is more politicized, more uncertain. At the heart of Xiconomics is the Dual Circulation Strategy, which marks out clear dividing lines between China’s domestic economy and the rest of the world. It sets out how China seeks to manage the links between the two just when western countries are also focusing on decoupling and "friendshoring". In order to prosper, business leaders and policy-makers need to understand these new international dynamics. In this concise and incisive analysis, Andrew Cainey and Christiane Prange explain what is happening in China and how this affects its relations with other countries. They identify what foreign companies need to do, how strategies need to change, and what this all means for managing the China business as part of a global portfolio, under a range of geopolitical scenarios.Trade ReviewThe authors provide a succinct picture of what it means to do business in China today. They provide an in-depth analysis of the intertwined historical, political and economic environment that managers must face up to and highlight the strategy options open to multinational companies. A must-read for everyone who seeks a nuanced understanding of China’s multifaceted business landscape beyond simplistic business headlines. -- Joerg Storm, Global Head IT Infrastructure, Mercedes Benz Mobility, StuttgartThis book is an essential immediate read for all senior business leaders with a responsibility for doing business inside China, or with the potential to encounter Chinese influenced businesses elsewhere. The authors deconstruct Xiconomics and their inside track enables them to decode and make Xiconomics accessible to those with a business interest in the potentially enormous benefits and significant risks associated with engaging with China. -- Wilf Blackburn, former CEO, Allianz China LifeAn invaluable guide for business people and policy makers facing the challenge of mapping out strategies for productive engagement with China going forward. -- Peter Williamson, Judge Business School, University of CambridgeXiconomics should be essential reading for anyone grappling with understanding, and adjusting to, the profound changes that have occurred to China’s business environment in Xi’s era. -- Xin Sun, King’s College LondonNow more than ever, business success in China means both understanding the broader social, political and historical context, and dealing with uncertainty. Drawing on their extensive experience, the authors describe how China is evolving and then lay out the strategic options and capabilities that companies need to succeed. This book is a must. -- Catherine Bradley CBE, non-executive director, Kingfisher plcCainey and Prange have pulled off a rare feat with this book: being incisive and detailed while remaining accessible and succinct. Anyone interested in the wider politics of international business in China will gain much from reading Xiconomics. -- William Hurst, Chong Hua Professor of Chinese Development, University of CambridgeTable of ContentsIntroduction Part I Dual circulation strategy and Xiconomics 1. What is dual circulation strategy? 2. Dual circulation: more continuity than change 3. Xiconomics and the China Policy puzzle 4. Putting the Xi into Xiconomics Part II Three questions for global business 5. How will China’s internal business environment develop? 6. What role will China play in the world of external circulation? 7. Internal and external: separate or connected? Part III Implications for global business 8. Multinationals and China 9. How dual circulation changes the game 10. Ambidexterity and connectivity 11 Resilience and agility in the face of uncertainty 12. Conclusion: navigating the contradictions in China’s ambitions

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Book SynopsisCould your ‘small’ business be a Blue Whale just waiting to break the water?Whether you’re in your third week or third decade of business, no matter what your current turnover is or what life stage you’re at, it’s never too late to re-evaluate your goals and your ambitions. But if you’re ready to grow your business after several years of trading, you might find that most of the advice and support out there is aimed at new start-ups.Phil Teasdale took the decision to transform his own company 20 years ago, and since then he’s been helping other established businesses grow and transform with the help of his innovative, practical Blue Whale Plan.Swimming with Blue Whales will change both you and your business – this is your invitation to become part of the pod.A successful small business owner himself, Phil Teasdale has spent the last 20 years working with over 6,000 small businesses in the UK, US and Australia, identifying and developing growth opportunities.Recognising that most small businesses and small business owners do not fit the traditional myth of the high-growth start-up ‘unicorn’, he is much more interested in working with ‘blue whales’: businesses with a longer gestation, who choose a different, more sustainable route to growth.Trade ReviewA perfect strategy bible for businesses who want to create growth and stability...really clear & concise, full of brilliant tips, & an easy one to dip in & out of as you progress. - LinkedInI've read lots of business books, but never one like this. Insightful and full of great ideas learnt through experience. - Amazon 5*Really well written and easy to follow. No doubt I will be putting this plan into action. - Amazon 5*I recognise both myself and my business in so much of this book. The writer recognises the business frustrations I have faced and lays out a clear plan to move forward for that elusive growth and momentum I have wanted for years. Really well written and easy to follow. No doubt I will be putting this plan into action. - Amazon 5*Phil's book is a real eye-opener when it comes to business ideas, mixing professional wisdom with personal experiences. His inventive whale metaphor stands out, making complicated stuff easy and fun to grasp. His accessible writing style breathes life into theory, giving us a chance to get in tune with Phil's thoughts as a successful business owner. One of the high points for me was the focus on achievable slow growth. The tasks are practical and great for new business owners to use for their own needs. - Amazon 5*Table of ContentsForewordChapter 1 The definition of a Blue Whale business or a Blue Whale business ownerChapter 2 The baleenChapter 3 The ventral pleatsChapter 4 The gestationChapter 5 The dorsal finChapter 6 The dorsal ridgeChapter 7 The tail flukeChapter 8 The blowholeChapter 9 The eyeChapter 10 Size and growthChapter 11 The pectoral fins and innovationChapter 12 The past to influence the future mindset of Blue WhalesSummary How to release yourself and your business into the open waterAcknowledgementsThe authorIndex

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Book SynopsisIn a noisy, fast-paced marketing world, customer insight holds the key to creating memorable, purpose-driven marketing. This book shows precisely how customer insights can be used to build a marketing mission with purpose. Customer Insight Strategies outlines the critical role of customer insight and provides techniques and strategies that will help marketers identify trends, nurture leads and understand consumers - ultimately, empowering them to grow profits. The strategies are explained in a straightforward, jargon-free manner, and can be applied to a huge range of marketing challenges, regardless of time, budget or organizational size. Customer Insight Strategies discusses many of the core methods through which customer insight can be gleaned, providing easy-to-follow guidelines for applying them to everyday marketing practice. Covering topics such as customer segments, marketing to personas and lead generation, it contains global case studies from organizations including Cisco, NTT, Refinitiv and The Co-op as well as interviews with leading business professionals sharing their thoughts on using customer insights to grow profits. Written by a highly respected thought-leader and industry influencer, this book will help any professional create truly powerful marketing.Trade Review"Offers expert views and practical advice on how to understand the buyer so well that you can go from selling to helping today's hyper-connected and empowered customers buy." * Malin Liden, Vice President, Head of EMEA Marketing Transformation Office, SAP, Germany *"This is not only a great reminder of the need for insight, but an incredibly useful resource to remind us how to generate the right insights across key touch points." * Maria Koutsoudakis, Brand Director UK, Vodafone *"Marketing is about creating relationships that are great for the customers who experience them, great for the people who make them happen, great for the people who "sell" them, great for all stakeholders and great for the planet. If you are interested in learning how to do this, buy and use this book." * Professor Malcolm McDonald, Emeritus Professor, Cranfield University School of Management *"Delighting customers is a powerful path to profitability and this book skilfully provides the playbook on both strategy and execution-the why and the how. It's a must-read for business leaders who need to translate insight into action to accelerate business growth!" * Vanessa DiMauro, Head of Community, Georgian Partners and Forbes Top 40 Digital Marketer, USA *"The internet, social media, legislation, technology and COVID-19 have all changed marketing and all of us have to change with it. Bailey takes us through each area we need to change and uses expert opinion, case studies and her own experience to lay out either a healthy update or an introduction into this interesting subject." * Tim Hughes, Author and Co-Founder and CEO, Digital Leadership Associates, UK *"The best marketing today is all about generating world-class insight and turning it into action. This is at once the most practical and the most rigorous guide to that insight-into-action process that I know of." * Hugh Wilson, Professor of Marketing, University of Warwick, WBS, UK *"The ultimate guide on how to harness and truly leverage customer insights. Christine Bailey shows the importance of being authentic, understanding the customer on a more personal level than simply as data points, and humanizing the brand by adding value through using customer insights." * Ted Rubin, CMO, Photofy, Author of Return on Relationship, Speaker, Provocateur, USA *"Christine takes us on a fascinating tour of almost every contemporary marketing technique and discipline and demonstrates the common thread of data and insight that should be at the heart of whatever we do as marketers." * Ian Truscott, Founding Editor, Rockstar CMO, UK *"The book illustrates the importance of customer insights in our modern digital world and encouraged me to leave my comfort zone and try new things." * Sandrine Wagner, Prize-winning final year marketing student, Kingston University, UK *Table of Contents Chapter - 01: An introduction to customer insights; Chapter - 02: Why customer insights matter and how you generate them; Chapter - 03: Creating a mission statement with purpose and a value proposition that matters to customers; Chapter - 04: Using insights to support a brand strategy; Chapter - 05: Using insights to create and apply customer segments and personas; Chapter - 06: Using insights for thought leadership and content marketing; Chapter - 07: Using insights for customer acquisition; Chapter - 08: Using insights to develop and retain customers; Chapter - 09: More insightful social media; Chapter - 10: Technology to help; Chapter - 11: Implications for practitioners

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Book SynopsisApproach the future as a conversation, not a declaration. How can you be prepared for what's next when emerging trends constantly threaten to turn your strategic plan on its head? The world of business is experiencing a state of hyperchange influenced by global movements, disruptive technologies, political uprisings and new consumer expectations. If your world is turned upside down, will you know how to pivot and thrive, or will you be roadkill in the 'adapt or die' business race? Futuring is the art of anticipating and testing the trade-offs of different futures by making sense of key trends, signals and emerging patterns. How to Future is the only book that will teach you how to become a strategy wayfinder, allowing you to evaluate, plan and prepare for better futures for you and your business. How to Future is a guidebook to futuring and arms you with tools, strategies and practices that illuminate new strategic pathways. Renowned futurists Scott Smith and Madeline Ashby teach you how to manage the daily flood of information and signals, and discern emergent patterns that have a direct impact on the direction of your business. How to Future isn't about the "one future" you expect. Instead, this book equips you with valuable tools and concepts, builds a future-focused mindset and enables you to envision, stress-test and prototype adaptable, informed and agile strategic visioning. These tools will empower you, your team and your organization to anticipate whatever futures emerge.Trade Review"Just like great science fiction, 'futuring' isn't about trying to predict the future; it's about stimulating creative thinking about a range of possible futures. In How to Future, two of the best strategic foresight professionals in the business share all of their secrets, explaining how you can use the same tools they use to help their clients systematically think about and prepare for what's coming next--whatever it might be. It's a toolbox for taking control of your own future." * Kevin Bankston, AI Policy Director at Facebook and Fellow at Arizona State University's Center for Science and the Imagination *"The Future is no longer uncertain once you have read How to Future. The book does a brilliant job of providing the reader with the confidence and know-how to embrace uncertainty and work purposefully towards the future with ease. Using models of possibility and clear framework tools, anyone can learn to understand, predict, and shape the future, which is particularly refreshing considering the fact that futuring can often feel like an intimidating task." * Julie Doleman, Managing Director, Global Expansion at Experian Consumer Services *"The future is rarely singular, and even more rarely stable. And there are few voices I would rather have in my head, to keep me company into all those futures than Scott Smith and Madeline Ashby. Drawing on more than two decades of expertise and experience, this book is an exemplary way-finding tool, full of helpful instructions and sign-posts that will be unfailing useful no matter where you find yourself. And the book is also an incantation: summon the future, they write, but do it with intentionality, a sense of purpose, and a strong moral compass!" * Distinguished Professor Genevieve Bell, Director of the 3A Institute, Australian National University and Senior Fellow, Intel Corporation *"Smith and Ashby have done our increasingly uncertain world a service with How to Future by sharing the crown jewels of the futurists' trade. This book is filled with plain-spoken but extremely sophisticated guidance on how to understand-and prepare for-what's over the horizon." * August Cole, co-author of Burn In: A Novel of the Real Robotic Revolution and Ghost Fleet: A Novel of the Next World War *"Reading How to Future in mid-2020, reinforced in my mind how important it is to broaden the scope of who gets to 'future.' There has never been a better time to learn how to imagine new possibilities and incorporate more diversity of experiences and points of view into the process. If you want to engage communities and make new, different, and more resilient futures happen, Smith and Ashby's book provides both a manual and a call for doing so." * Matt Jones, Principal Designer, Google AI *"In a world that needs proper, grown-up futures thinking more than ever, How To Future is simply brilliant - it's the tonic (and the gin!) we've been waiting for. A true manual to futuring, it is both accessible and wise, written by two of the leading thinkers in the field with their characteristic wry pragmatism. With hope and without hype, the book shows us how to better think about, prepare for, and deal with the many strange things the future yet has to offer." * Professor Alf Rehn, Author "Innovation for the Fatigued" *"When the going gets weird, the weird turn pro. The old pros at Changeist have written the definitive guide to thinking around corners, out of quarantine, and through the uncertainty ahead. How to Future contains all the accrued foresight you need to begin practicing futures as a team or organization, and persuasively argues that your "return on vision" will trump straight-line projections every time." * Greg Lindsay, Director of Applied Research, NewCities Foundation *Table of Contents Chapter - 00: Introduction; Chapter - 01: Different futuring for different needs; Chapter - 02: Getting started – scoping; Chapter - 03: Sensing and scanning – finding signals of the future now; Chapter - 04: Sense-making and mapping – turning data and insights into patterns and themes; Chapter - 05: Scenario development – combining patterns and themes to tell strategic stories; Chapter - 06: Storytelling and prototyping – creating ways for others to engage with your future stories; Chapter - 07: Assessing effectiveness – tools for monitoring and measuring fitness of approach; Chapter - 08: What to do next? Building a futuring culture; Chapter - 09: Conclusion

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Book SynopsisLay down the foundations of a successful business venture through a thoroughly researched and competitive business plan. Based on tried and tested business methodology used at the leading business school, Cranfield School of Management, this 10th edition of The Business Plan Workbook guides you through all the necessary steps to constructing a winning business plan. This is a practical run-through of 26 key areas of development of strategic planning. It will allow you to think of these areas in isolation through the use of assignments that ensure you have stress-tested your business proposition. This guide covers how to - Come up with a winning business idea - Complete market and competitive research - Set up a winning marketing strategy - Forecast watertight financials and projections - Define realistic operations and staffing - Deliver an unforgettable pitch to potential backers and investors This new and fully updated edition includes 67 business case studies that show you how successful entrepreneurs have dealt with strategic planning in the past. The content has been streamlined to focus on the most critical parts of business planning, ensuring you spend time where it matters and stay competitive. With new information resources and financial planning consideration, this is an invaluable guide for entrepreneurs, business executives and students.Table of Contents Section - ONE: Strategy and purpose; Chapter - 01: Introduction; Chapter - 02: Assignment 1:Coming up with a winning idea for your business plan; Chapter - 03: Assignment 2:Strategy – the big picture; Chapter - 04: Assignment 3:You and your team; Section - TWO: Market research; Chapter - 05: Introduction; Chapter - 06: Assignment 4:Researching customers; Chapter - 07: Assignment 5:Researching competitors; Chapter - 08: Assignment 6:A plan for market research; Section - THREE: Competitive marketing strategies; Chapter - 09: Introduction; Chapter - 10: Assignment 7:Products and/or services; Chapter - 11: Assignment 8:Pricing; Chapter - 12: Assignment 9:Advertising and promotion; Chapter - 13: Assignment 10:Place and distribution; Chapter - 14: Assignment 11:People, process and physical environment; Chapter - 15: Assignment 12:Competing online; Section - FOUR: Operations; Chapter - 16: Introduction; Chapter - 17: Assignment 13:The selling methods plan; Chapter - 18: Assignment 14:Making, outsourcing and supplies; Chapter - 19: Assignment 15:Legal and regulatory factors; Section - FIVE: Reviewing financing requirements and options; Chapter - 20: Introduction; Chapter - 21: Assignment 16:The sales forecast; Chapter - 22: Assignment 17:Cash-flow projections; Chapter - 23: Assignment 18:The profit and loss account; Chapter - 24: Assignment 19:The balance sheet; Chapter - 25: Assignment 20:Break-even analysis; Chapter - 26: Assignment 21:Estimating financing requirements; Chapter - 27: Assignment 22:Stress testing your business projections; Section - SIX: Business controls; Chapter - 28: Introduction; Chapter - 29: Assignment 23:Financial controls; Chapter - 30: Assignment 24:Sales and marketing controls; Chapter - 31: Assignment 25:Other business controls; Section - SEVEN: Writing up and presenting your business plan; Chapter - 32: Introduction; Chapter - 33: Assignment 26:Writing up and presenting your business plan; Chapter - 34: Index of key organizations and resources for business planning;

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Book SynopsisOver the past two decades, increasing attention has been paid to the concept of business diplomacy. This is becoming more important for multinational corporations (MNCs) as they deal with an increasingly demanding and dynamic international business arena. Despite the growing literature on this phenomenon, there is no sound theory-based business diplomacy model that can help to understand MNCs' relationship-building activities in the global society and provide a normative, moral guide for MNCs on how to conduct business diplomacy successfully. In Business Diplomacy by Multinational Corporations, Huub Ruël turns to Catholic Social Thought (CST), an intellectual tradition extending back 2000 years that promotes the key principles of human dignity, the common good, solidarity and subsidiarity. According to CST, a business is a community of people and its purpose is to serve the common good. This clearly diverges from the dominant shareholder view of business and CST provides a basis for a normative business diplomacy model. This in turn provides a clear, distinctive instrument for MNCs to reflect on their purpose and role in the global society while also guiding and directing their relationship-building actions with other actors in the global society. This book is essential reading for researchers studying ethics and morality from an international business viewpoint.Table of ContentsChapter 1. Introduction Chapter 2. Multinational Corporations in a Dynamic International Business Arena Chapter 3. Business Diplomacy: A Review of the Literature and a Definition Chapter 4. Catholic Social Thought (CST) as a Source for a Business Diplomacy Model Chapter 5. Toward a CST-based Model of Business Diplomacy Chapter 6. Discussion and Conclusion

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Book SynopsisDespite the developing richness of the field of Entrepreneurship research, the output still suffers from a lack of methodological diversity. This edited collection stimulates discussion, shares practice and explores challenges around current and new approaches to inquiry - encompassing all aspects of entrepreneurship research, from its conception through to its execution and related issues such as education, training and learning. Advancing the way, we learn, think about and engage with various modalities of inquiry in Entrepreneurship research and practice, and its related subjects and areas of interest, the chapter authors draw inspiration from leading academics in the subject areas across the field. Their explorations centre around three critical points: the questioning of assumptions – who we are and what it is that we want to achieve; of what really makes sense – how we live and experience, our own and other voices and conversations; and of understanding our relationship with our social world and recognising its dynamic and emergent nature. Contemporary Issues in Entrepreneurship Research is an official book series of the Institute for Small Business and Entrepreneurship (ISBE). Each volume is designed around a specific theme of importance to the entrepreneurship and small business community with articles collectively exploring and developing theory and practice in the field.Table of ContentsChapter 1. Introduction: Learning to see NOTHING but seeking to gain EVERYTHING: Entrepreneurship Research as an artistic process of inquiry; David Higgins and Trudie Murray Chapter 2. A sneak peek into the process of writing entrepreneurship research; Piritta Parkkari Chapter 3. Data Congruence in What They Say, Do, and Feel: The Role of Researcher's Sensory Processing Sensitivity Trait; Yosra Boughattas and Erno T. Tornikoski Chapter 4. Critical Realism as a Framework for Engaged Entrepreneurial Ecosystem Research; Steve Johnson Chapter 5. The impactful potential of critical realist methodologies in entrepreneurship studies; Robert Wapshott and Oliver Mallett Chapter 6. Visual Methods in Entrepreneurial Identity Research; reflections from an enterprise educator perspective; Sarah Preedy and Peter McLuskie Chapter 7. Brickstorming: using materials to elicit meaning in research interviews; Helen Williams and Katrina Pritchard Chapter 8. Making the meaningful moments visible – about the real-time study of entrepreneurial sensemaking; Gabi Kaffka and Norris Krueger Chapter 9. Lost for words: Trying to investigate ‘place’ in entrepreneurship research; Catherine Olphin, Joanne Larty, and David Tyfield Chapter 10. Decentration and intersubjectivity, collage as a qualitative method of data collection; Stéphane Foliard, Sandrine Le Pontois, and Caroline Verzat Chapter 11. Research involving women in the Global South – reflections on power dynamics; Marta Lindvert Chapter 12. Warp and weft in grounded theory: a metaphor for a witness approach to entrepreneurship research; Heiko Marc Schmidt and Sandra Milena Santamaria-Alvarez Chapter 13. Building an Immigrant Entrepreneurship Grounded Theory: the case of Mexican Entrepreneurs in Quebec; Héctor José Martínez Arboleya Chapter 14. Intersubjective Dialogue as a Form of Inquiry – Discussing the Purpose of Entrepreneurship Education Tools; Katarina Ellborg and Nicolai Nybye Chapter 15. Critical Reflexivity as the Last Frontier to Uncover and Change the Ideologies Buried Behind Practices; Nicole Gross Chapter 16. Epilogue: Nurturing Modes of Inquiry for a World Worth Living In…; Catherine Brentnall

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Book SynopsisThe emergence of new digital technologies, awareness of corporate social responsibility, and the greater need for innovation and problem-solving skills are becoming a de-facto part of the everyday management agenda. A key question to be answered in these turbulent times is, how is it possible for corporations to incorporate safety, security, and satisfaction of stakeholders in the design of their business models while they are struggling to achieve sustainability goals related to the environment and climate change?The chapters in Business Strategies and Ethical Challenges in the Digital Ecosystem act as a forum for examining current and future trends related to management and technological adoption. The research encourages academics and practitioners to use a multi-disciplinary approach to boldly bring together bodies of related knowledge to produce new insights exploring digital business strategy and industry 5.0, changing consumer behaviour, sustainability, marketi

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In uncertain times, the focus on advanced economies overshadows the often-overlooked contributions of African economies. However, it is crucial not to underestimate Africa's paramount importance in the global economy. With a diverse economy shaped by historical, social, and cultural changes, Africa offers a rich and compelling narrative. Presenting ten exciting chapters delving into the socio-cultural aspects of African contexts and their profound impact on regional, national, and international business, Contextualising African Studies lays the foundation for a comprehensive exploration of Africa's business landscape. Examining contemporary issues, the authors shed new light on the intricate relationship between businesses, societies, and economics across various African societies. From researchers seeking fresh insights to business practitioners and policymakers, this edited text is a vital resource detailing the intricate workings of business and economics in Africa. The New Frontiers in African Business and Society series pioneers innovative reflections on the intricate interplay between business and society in Africa's emerging economy. Distinguished scholars contribute their expertise, offering crucial answers to the continent's challenges while uncovering new avenues of research and forging pathways forward.

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Book SynopsisThe ebook edition of this title is Open Access and freely available to read online. Attaining the 2030 Sustainable Development Goal of Sustainable Cities and Communities focuses on Sustainable Development Goal number eleven (SDG#11): making human settlements inclusive, safe, resilient, and sustainable. Examining family businesses in the Republic of Ireland, Germany, the United States, the United Arab Emirates, and Australia, each case study presents a unique perspective from their respective country, analysing how SDG#11 translates into creating and maintaining liveable home environments for all. The case studies presented generate insights and key takeaways into the role of family businesses in developing and encouraging sustainable practices that have a positive effect on every member of their community. The United Nations (UN) Sustainable Development Goals (SDGs) are 17 Goals pledged by 193 nations in 2015 which would help engender an improved, fairer, and more sustainable world – one in which ‘no one is left behind’. The SDGs are a call to action, to develop innovative solutions to the most complex, societal, and environmental global challenges. In Family Businesses on a Mission, series editors Naomi Birdthistle and Rob Hales bring together international case studies to illustrate how family businesses can attain the UN 2030 SDGs. Accessible to those working in the field beyond academia – such as family business practitioners, family business owners, government and policymakers, members of NGOs, business associations, and philanthropic centres – this book series appeals equally to those with a general interest in entrepreneurship and business.Table of ContentsChapter 1. The Sustainable Development Goals – SDG#11 Sustainable Cities and Communities; Rob Hales and Naomi Birdthistle Chapter 2. What it means to be a Family Business Today; Naomi Birdthistle and Rob Hales Chapter 3. IQUTECH –Ireland’s largest Returns Management Company; Ivona Ravlikj and Mark O’Sullivan Chapter 4. Germany: DINZLER Kaffeerösterei AG, strong in regional sustainability; Markus Pillmayer Chapter 5. USA: Wolf Connection and Inclusive, Safe Spaces for All; Patrick Fuery and Kelli Fuery Chapter 6. United Arab Emirates: The Family Business of the Shehada brothers; Jacinta Dsilva, Jasmina Locke, and Poh Yen Ng Chapter 7. Australia: Hickinbotham Homes and Sustainable Cities and Communities; Rob Hales

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Book SynopsisAlison Theaker examines female entrepreneurs' experiences to understand whether their entrepreneurship practices conform to existing models, and whether the concept of success has different meanings for such businesses than in mainstream entrepreneurial theory.

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Book SynopsisWhen the Fountain Runs Dry is a modern business fable grounded in real-world experience. It follows the story of Tradition Valley, a once-thriving marketplace quietly slipping into decline as growth takes priority over values, and efficiency replaces connection.

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Book SynopsisThe first volume of The FERMA-rimap Series describes the principles of risk and enterprise risk management (ERM) as well as the aims and benefits of an effective enterprise risk management.

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Book SynopsisThe second volume of The FERMA-rimap Series explores examples of organisational risk and the aims and benefits of an effective risk management strategy.

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Book SynopsisA lot of controversy exists around the contribution of the mining industry and the territorial development of the regions where it operates. Despite the boom in mineral prices, there are still many communities that do not show development. At the macroeconomic level, countries with a mining industry receive income from mining taxes and royalties, however, at the micro level this greater income is not reflected in the closing of socio-economic gaps and the well-being of the population. Cesar Saenz presents the Social Management Model Canvas (SMMC), describing the rationale of how an extractive company can create and deliver social value for communities around and beyond the sphere of influence. The SMMC can best be described through nine basic building blocks - the social value proposition; defining the community; social channels; relationship with the community; key social resources; key social activities; key social partners; social investment structure and social benefits. Companies can map the existing social management model to visualize, understand and communicate the level of responsiveness of the model, whilst using the canvas to explore new social management improvements to get a social license to operate. Communities require companies and governments to address their needs such as education, employment, health service, among others. Combining all these elements in a social management model helps companies consider all the variables when designing and implementing strategies that meet both business and community needs.Table of ContentsIntroduction Chapter 1. Corporate Social Management Canvas Chapter 2. Defining community Chapter 3. Social Value proposition Chapter 4. Social channels Chapter 5. Relationship with the community Chapter 6. Chapter Key Social Resources Chapter 7. Key social activities Chapter 8. Key Partners Chapter 9. Social investment structure Chapter 10. Social benefits Part II Implementation of the social management Canvas Case study: Chevron Nigeria Case Case Study: Quellaveco Project Case study: The Tintaya copper mine Case: Mining company in Peru Case study: Electric generation Case: Hydroelectric power plant in the Philippines Case study: Mines and wines, Xstrata Coal Beltana Mine

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Book SynopsisAdvances in Mergers and Acquisitions stands out from the competition due to its focus on three key characteristics: studies from scholars in different countries, with different research questions, relying on different theoretical perspective. Such a broad and inclusive approach to mergers and acquisitions is not easily replicated in academic journals, with much narrower mandates and metrics. Volume 22 of this annual series explores a range of issues relevant to a post-pandemic world– the cost-of-living crisis, energy insecurity, war in Ukraine and rising inflation are pushing many countries into recession, adversely affecting the global economy. This has led, and will continue to lead, to more downsizing, restructurings and inevitably to an increase in mergers and acquisitions. This collection of new and current research highlights interesting behavioural themes as well as timely practical solutions to the dilemma of mergers and acquisitions failures. Advances in Mergers and Acquisitions Volume 22 is of interest to scholars in strategic management, organizational theory and behaviour who are studying questions around mergers and acquisitions. Doctoral students will benefit from access to the diversity of research that can trigger new research questions and expanded research agendas.Table of ContentsChapter 1. Addressing Information Asymmetry in Acquisitions: The Role of Social Ties; Olimpia Meglio, David R King, and Elio Shijaku Chapter 2. The Role of Sustainability in Mergers and Acquisitions: A Literature Review; Mohammad Faisal Ahammad Chapter 3. Effects of Human Factors on Knowledge Sharing During Chinese Cross-border M&A Integration; Jean Wang and Lars Schweizer Chapter 4. A Triadic Process View Of Divestors, Targets and Acquirers; Dries Faems and Taco H. Reus Chapter 5. Private Company Seller Perspectives in Lower Middle Market M&As; Kenneth H. Marks, John A. Howard, and Anthony Stevenson Chapter 6. Acquirer's search for a partner: The role of inter-organizational relationships; Huma Javaid Chapter 7. A Review and Future Research Opportunities of the Post-Merger Integration Research Using the Social Network Perspective; Theresa M. Floyd and Wookje (UJ) Sung Chapter 8. Reflections on urgency in mergers and acquisitions: Views, reviews and directions for future research; Sally Riad and Urs Daellenbach Chapter 9. How Private Equity Investors Drive M&A Performance; Timo Paumen, David P. Kroon, and Svetlana N. Khapova Chapter 10. Microfoundations in M&A Research: Exploring the case of emotions; Joao Pedro Degado, Emanuel Gomes, and Pedro Neves

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Book SynopsisBusiness fluency is essential today for effective strategic communication. To fulfill the mandate of trusted counselors and advisors to executives and the C-suite, communication professionals must no longer just have excellent communication skills, but they must understand and speak the language of the business world. The challenge is that many communication graduates and professionals did not go to business school and do not hold an MBA.Business Acumen for Strategic Communicators: The Workbook provides the essential practical learning needed to help upskill communication professionals into bona fide business leaders and advisors. Through briefs, exercises and discussion activities, readers will learn to analyze and interpret key business materials produced by companies and nonprofit organizations, including CEO letters, annual reports, financial statements, earnings releases, CSR, DEI and ESG reports, and more. A revised and expanded glossary is provided, as are ans

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Book SynopsisEmotions, while extremely varied in their manifestation and effects on organizational settings, nonetheless represent the essence of organizational life. In this 19th volume of Research on Emotion in Organizations, editors Neal M. Ashkanasy, Ronald H. Humphrey and Ashlea C. Troth orchestrate a retrospective view of the field in order to address a wide range of emotion-related topics and point to the future of research in organizational behavior and organization theory. With contributions from Australia, Germany, Finland, Iran, Canada, France, Italy, Poland, the USA and the UK, chapters highlight the diverse nature and effect of emotions in organizational settings. Authors cover topics including physiological needs, strategic investment decisions, workplace supervisory practices, counterproductive behaviors, emotions in teamwork, CEO behavior, emotional intelligence, work-family balance, knowledge sharing and emotional labor. Taking this series’ esteemed reputation a step further, Emotion in Organizations: A Coat of Many Colors ushers the field into a new era in the ever-evolving world of work.Table of ContentsChapter 1. Introduction to A Coat of Many Colors; Neal M. Ashkanasy, Ashlea C. Troth, and Ronald H. Humphrey Chapter 2. I Need to Move it, Move it! How Physiological Needs Influence Feelings, Motivation, and Interest in Learning Situations; Benjamin Apelojg Chapter 3. Why Do Angel Investors Make the Decision to Continue Screening: The Role of Affective Experiences and First Impressions; Kirsi Snellman, Henri Hakala, and Katja Upadyaya Chapter 4. Abusive Supervision Dispersion: An Affective Events Theory Perspective; Hieu Nguyen, Neal M. Ashkanasy, and Stacey Parker Chapter 5. A Counterbalance to Supervisors' Abusive Feedbacks: When Employees' Strategic Emotional Intelligence Dampens Revenge without Triggering Off Forgiveness Intentions; David Hampton-Musseau Chapter 6. Negative Feedback, Emotion Regulation, and Task Performance: A Moderated Mediation Model; Hamidreza Harati, Neal M., Ashkanasy, and Mahsa Amirzadeh Chapter 7. Exploring the Rhetoric of the Emotionally (Un)intelligent CEO in Times of Crisis; Christophe Haag and Marion Wolff Chapter 8. Work-family Enrichment: Prospects for Enriching Research; Ronald H. Humphrey, Chao Miao, and Anthony Silard Chapter 9. “It Comes with the Territory”: A Fluoroscopy of Emotional Labor; Rebecca Dickason Chapter 10. A Conceptualisation of a Joyful Leadership Style; Katie McIntyre, Wayne Graham, Rory Mulcahy, and Meredith Lawley Chapter 11. Work Motivation and Knowledge Sharing: The Roles of Team-Member Exchange, Justice Perceptions, Organizational Rules, and Climate for Trust; Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy Chapter 12. Conclusion to a Coat of Many Colors; Neal M. Ashkanasy, Ashlea C. Troth, and Ronald H. Humphrey

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Book SynopsisVolume 21 of Research in Occupational Stress and Well Being focuses on stress and well-being as it pertains to strategic management and decision-making. In the past few decades, the strategic leadership of firms has been faced with unprecedented challenges in terms of technological changes, economic and political crises, and radical shifts in the workplace owing to health crises. These events have highlighted the need to understand the consequences of stress as a factor impacting strategic decisions. At the same time, firms are increasingly realizing the need to account for the stress and well-being of their employees, their customers, and their communities as factors influencing the ability of their businesses to flourish in a sustainable manner. Chapters in this volume cover a range of topics including: How stress and well-being can influence the decision-making and effectiveness of higher management teams. How organizational changes such as mergers/acquisitions or downsizing might impact the stress and well-being of both leaders and followers. Strategic initiatives that might directly or indirectly promote the well-being of organizational members or customers. CEO mental health and its consequences for strategy and organizational effectiveness. Strategic decision-making in times of crisis. Highlighting how both leader and follower stress and well-being can serve as antecedents and consequences of strategic actions and initiatives, or even be a core concern of strategic plans, Stress and Well-Being at the Strategic Level spotlights the importance of stress and well-being for organizations, their leaders, and the individuals who are impacted by their decisions.Table of ContentsChapter 1. Firm Stress, Adaptive Responses, and Unpredictable, Resource-Depleting External Shocks: Leveraging Conservation of Resources Theory and Dynamic Capabilities; Erin Bass, Ivana Milosevic, and Sarah E. DeArmond Chapter 2. The Reciprocal Relationship between M&A Strategic Decision-making and Well-Being; Kris Irwin and Chris H. Willis Chapter 3. Work-Nonwork Policies and Practices: The Strategic Opportunity to Consider Organizational Boundary Management Systems; Haley R. Cobb and Bradley J. Brummel Chapter 4. Publicly Invulnerable, Privately Lonely: How the Unique Individual and Structural Characteristics of Their Organizational Role Contribute to CEO Lonelinees; Sarah Wright, Anthony Silard, and Alaric Bourgoin Chapter 5. Cracking the CEO's Brain on Risk: Exploring the Interplay between CEO Cognition and Affect Intensity in Organizational Decision-Making and its Outcomes; Steven J. Hyde and Cameron J. Borgholthaus Chapter 6. Sentiment Analysis for Organizational Research; Chapman J. Lindgren, Wei Wang, Siddarth K. Upadhyay, and Vladimer B. Kobayashi Chapter 7. Leader Energy Driving Personal and Firm-Level Wellness: Lessons from 20 Years of the Leadership Pulse; Theresa M. Welbourne

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Book SynopsisThis ground-breaking and highly visual book presents a framework on how to relate to these times of technological uncertainties. The author, a serial entrepreneur, technology investor and futurist, argues that by combining curiosity, a bit of skepticism and understanding of current trends we can gain insight into and take advantage of the opportunities that come from new technologies. This handbook will give you a clear view of technology's impact beyond the hype and a complete toolbox on how to handle the upcoming revolution from a strategic perspective. You will delve into a step-by-step approach on how to analyze technologies, assess business implications and adapt to a new reality. Digitization is only the warmup, and ignorance is not a viable business strategy!

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Book SynopsisStaring at a screen? Thinking hard? Lacking insights? Struggling to generate ideas? It’s a familiar story in a world where work demands us to deliver more, with less. And you’re probably working on a business challenge right now. Successful problem solving, strategic thinking, insight discovery and idea generation needs structure. But so many people in business (who should know better) approach the design and delivery of creative projects both big and small in a linear, dull and predictable fashion. This is NOT the way. Strategy needs to be facilitated. It’s not enough to run a hot bath and hope for eureka breakthroughs. Innovation teams demand inspiration. Something PowerPoints will never deliver. And creativity needs to be role-modelled. Following process alone will only get you so far. You’re holding the anti-manual (a rule-breaking guidebook) for the mavericks, pioneers, mavens and creative sherpas striving to challenge the status quo. If new thinking is something you find motivating and exciting, then this book is for you. THIS IS NOT THE WAY is a valuable dip-in-and-out source of stimulus, stories, tricks, tools and tips to create wonder and magic in the broken world of work.

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Book SynopsisContrary to the notion that leaders contribute to positive behaviour within organisations, this book reflects growing interest in the ‘dark side’ of leadership: the unethical and immoral personalities that can reside in positions of power. Drawing on empirical and theoretical analysis, the author examines immorality within leadership and the underlying causes behind this behaviour. Focusing on the impact of institutional pressures, this book analyses how such behaviour is influenced by internal and external factors. By employing a theoretical framework, the author seeks to demonstrate that institutions either compel leaders to be ethical and moral, or in contrast, they actually provide legitimacy for immoral actions. An insightful and thought-provoking read, The Dark Side of Leadership will be of interest to those studying leadership, HRM, and business ethics, as well as social psychology scholars.Table of Contents

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Book SynopsisIn view of the rising importance and prevalence of network-based collaboration, this book aims to meet the need for more theory in this area. Theoretically conceptualizing and empirically describing the practice of reflexive leadership in inter-organisational networks, it explores how member organisations approach reflexive leadership and the associated challenges. Examining these questions from wider leadership theory perspectives as well as a tighter focus upon inter-organizational networks, the author specifically explores how reflexive leadership can be sustained and how social and political contexts may obstruct or support its use, acceptance and practice. Based on in-depth qualitative empirical fieldwork in the Swiss healthcare sector, the book offers a novel practice-theoretical model for use in inter-organizational networks.Table of Contents1. The need for reflexive leadership in inter-organizational networks Research question and research issues Relevance to research and managerial practice Theoretical perspectives Empirical perspectives Contributions and structure of the book 2. Theoretical foundations of leadership in networks Action- and structure-oriented theories of leading in networks Affordances and limitations Towards a practice theory of leading in networks Summary and outlook 3. Reconstructing leadership in networks as a reflexive practice Principles of practice theory Networks as bundles of inter-organizational practices The practice of leading in inter-organizational networks The meaning and role of reflexivity in leadership practice Summary and outlook 4. Methodology Longitudinal qualitative comparative case study design Research context and field access Data collection and analysis Research aim and ethical considerations Summary and outlook 5. A practice-theoretical model of reflexive leadership in networks Assumptions about networks, leadership, and the role of reflexivity A closer look at the model Summary and outlook 6. Case study I: Peripheral Starting conditions (2000 – 2002) Period 1 (2003 – 2006): Peripheral’s birth Period 2 (2007 – 2008): Peripheral’s pilot phase Period 3 (2009 – 2013): Integrating care Summary and outlook 7. Case Study II: Urban Starting conditions (2000 – 2006) Period 1 (2007 – 2009): Urban’s launch Period 2 (2010 – 2012): Building Urban Period 3 (2013 – 2014): Ambulatory primary care Summary and outlook 8. Discussion Comparative analysis and theorization Theoretical implications Practical implications 9. Conclusion

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Book SynopsisThis book is a timely guide on what constitutes effective leadership in Africa. It explores how today’s leaders in Africa perceive their role, the challenges they experience, and how they operate effectively as leaders. In the era of globalization, there is an increasing need to offer guidance on how leaders can adjust their leadership style to suit situational contexts. Drawing on case study and survey data, this book illustrates to scholars and leaders worldwide the vision of leadership that is emerging in Africa. It will contribute to the development of a new community of global leaders, integrating cutting-edge knowledge on leadership development in Africa.Trade Review“This book examines leadership through a new lens, demonstrating a high level of scientific analysis through an interdisciplinary approach addressing both theory and practice. Scholars, graduate students, and nongovernmental organizations, as well as policy makers in government will find the book very rewarding.” (Felix Kiruthu, Governance, Vol. 34, 2021)Table of ContentsContents 1. Introduction Eva Jordans, Bettina Ng’weno and Helen Spencer-Oatey Part 1: Foundations 2. Global leadership: key concepts and frameworks Helen Spencer - Oatey 3. Leadership in Africa: Past, Present & Future Perspectives Estelle-Marie Heussen – Montgomery and Eva Jordans 4. The Historical, Political and Demographic Context of Leadership in Africa Bettina Ng’weno Part 2: Case Studies and Survey findings 5. Methodology Eva Jordans and Helen Spencer-Oatey 6. Young Leaders transforming Science in Ghana Yaw Bediako and Eva Jordans 7. Leadership and culture in corporate organisations in Nigeria Ike Nwankwo, Estelle-Marie Heussen - Montgomery and Eva Jordans 8. Bridging the generation gap: Perceptions of leadership by senior and young leaders in Tanzania Mwatima Juma and Eva Jordans 9. Changing leadership perceptions: Leaders in the private sector in Kenya Kanini Mutooni, Bettina Ng’weno and Eva Jordans 10. Emerging People-oriented Leadership in Rural development in Rwanda Joseph K. Nsabimana and Eva Jordans 11. Leadership development needs and experiences: Survey findings Helen Spencer-Oatey and Daniel Dauber Part 3: Implications and applications 12. Understanding leadership and its development in Africa Eva Jordans, Bettina Ng’weno and Helen Spencer-Oatey

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Book SynopsisWhat is the difference between a fire fighter and an architect? One deals with crises as they arise while the other is capable of building something that can withstand all weathers. Using this analogy, Architects of Change provides you with the tools to grasp, leverage and harness the dynamics that shape tomorrow's markets. It encourages you to nurture an entrepreneurial mind-set to transform the way a business – or even an entire industry – operates. Tackling crucial topics related to geopolitics, creative destruction, fake news, resilience and creativity, this book gives you the tools to analyse your environment and future trends in order to reinvent the way you do business. It teaches you how to: · Identify actors of change · Conduct simulations about the future · Assess threats of political instability · Build a strategy for a profitable and sustainable firm amid ongoing uncertainty · Become an architect of change yourself. Containing original interviews with industry insiders, including a world-famous expert on brands and luxury, the former CEO of a major think tank, a thought leader from CISCO, the former chairman of the US National Intelligence Council, and a former chief political scientist of a large Asian bank, this book helps you to understand the type of imagination and creativity this business environment requires not only to survive, but thrive.Table of Contents1: A Tale of Two Professions.- 2. Case Study: When James Bond Met Q.- 3. The World We Live In.- 4. Case Study: The Change-maker Game.- 5. The Road to Reinvention.- 6. Case Study: Founding a Popular Pizza Place in Paris.- 7. The Power of Analysis.- 8. Case Study: Strategising at Amazon When Globalisation Comes Under Pressure.- 9. The Significance of Anticipation.- 10. Case Study: Getting Ready for the World in Five Years.- 11. The Purpose of Imagination.- 12. Case Study: Conducting a Pre-Mortem.- 13. The Meaning of Creativity.- 14. Case Study: Looking for Talent in a Chaotic World.- 15. A Tribute to my Kids (The Ultimate Architects of Change).

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Book SynopsisInternationalizing your firm presents both exciting opportunities and daunting challenges, regardless of your industry. While strategy will vary from firm to firm, this book provides a solid set of decision-making tools that will support you as you take your company global. Starting with the most important step – cultivating a truly international perspective in your senior management team – it sets out the pros and cons of each choice you will face as you define and shape a global strategy. With a pragmatic toolkit provided at the end of each chapter, The Art of Going Global will help to improve your decision-making capabilities in relation to a range of challenges, including:· Selecting foreign markets · Adapting your business model· Navigating uncertain global markets· Managing across cultures· Choosing between entry mode options With case studies and insights illustrating how to apply each toolkit, this book is ideal for practitioners, MBA students, and those in executive education. It will help you to consider a variety of alternative solutions for key managerial decisions on internationalization, the costs and benefits of different strategic scenarios, and ultimately drive you to create a clear global vision for your firm. Table of Contents1. Is Your Business Reaching its Full Potential in Global Markets?.- 2. Global E-E-E Mindset: Empathy, Ethics and Engagement.- 3. How to Enter a Foreign Market.- 4. Implementing Internationalization Strategy: People's Issue.

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Book SynopsisThe power of gender difference, not gender equality, is a secret source for success. Some smart businesses are starting to wake up to this fact. This book explores why and how. Properly valuing brain gender diversity in the workplace is one of the biggest and largely untapped sources of competitive advantage for modern businesses. Recent advances in neuroscience provide the key to unlocking it. Modern research shows that there are gender-based differences in the brain – it’s just not as simple as a binary between a ‘male brain’ and ‘female brain’. In fact, our brains are like a mosaic where many of the tiles are available in thousands of shades on a spectrum between pink and blue. The problem is that our workplaces tend to be governed by structures, processes and cultures that are practically pure blue. All the brains in the business that are elsewhere on the spectrum cannot thrive as they might, so sources of productivity, creativity and agility go untapped. Anyone who manages people needs to understand how the brain works and the impact it has on how people work together as teams. Anyone who wants to unlock the talent and productivity of all of their people needs to understand how recent findings around male- and female-type brains should shape the way they manage. Leading applied neuroscientists and international corporate coaches Kate Lanz and Paul Brown show you why and how to access all the brains in your business.Table of ContentsChapter 1 Brain Sex and Biological Sex.- Chapter 2 Conditions for Optimal Brain Function.- Chapter 3 Survive, Thrive and Flow.- Chapter 4 Brain-Sex Based Attention and Communication.- Chapter 5 Power, Politics and Pressure.- Chapter 6 Problem Solvers and Solution Seekers – the Difference between Intra- Compared with Inter- Neural Connectivity.- Chapter 7 The Beginnings of a New Motivational Theory, from the Engendered Brain.- Chapter 8 The Business Case for Valuing Brain Sex Difference.- Chapter 9 How to Ignite All the Brains in the Business.- Chapter 10 Exhaustion, Energy and Excellence – The Male-Female Differences.- Chapter 11 Creating the Mind of the Organisation.- Chapter 12 The New Organisational Paradigm.

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Book SynopsisAn executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: • Decide how best to approach the job • Prioritize the first areas of the business you should attend to • Draw up your goals for the first few weeks and months into the role • Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.Table of Contents1. The Ambiguity of the CIO Role2. No CIO Is an Island3. How New Leaders "Fit In"4. Setting the Stage for CIO Transitions5. Beyond the First 90 Days: Taking Charge6. The Phases of Taking Charge7. The Other Side of the Coin8. Peers, Relationships and Influence9. Taking Off: Guidance for CIOs10. Advice from CIOs to CIOs

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Book SynopsisTechnology has made human lives incomparably better. Civilization as we know it would utterly collapse without it. However, if not properly managed, technology can and will be systematically abused and misuse and thereby become one of the biggest threats to humankind. This open access book applies proactive crisis management to the management of technology organizations to make them more sustainable and socially responsible for the betterment of humankind. It forecasts the unintended consequences of technology and offers methods to counteract it.Table of ContentsCh 1: Threats of Imaginable and Unimaginable Proportions.- Ch 2: Beyond the Hype.- Ch 3: Pluses and Minuses.- Ch 4: Technological Messes.- Ch 5: Managing Tech.- Ch 6: The Socially Responsible Tech Company.- Ch 7: The Moral Underpinnings of Technology.- Epilogue: The Future of Technology.

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Book SynopsisThis book highlights lateral management as the answer to the strategic opportunities and challenges posed by digital transformation. Digitalization is now changing the economy and society as dramatically as the dawn of electrification a century ago. Production methods, products, sales structures, marketing, and even markets themselves are set to change in the digital era.In addition to introducing readers to the concept of lateral management, and detailing the structure and functioning of 'lateral companies', the authors show how leadership and cooperation norms carried over from the 20th century need to be adapted for the digital era. They demonstrate the opportunities that digitalization offers companies, employees and managers in terms of enhancing their freedom, individuality, job diversity, and creative and innovative power. The authors also provide a unique management instrument, the 'Lateral Culture Index®', which measures the hierarchies of leadership; provide new benchmarks; and identify seven essential factors for lateral companies. Readers will learn how to implement lateral management in their companies and be familiarized with the instruments that can help them do so. Table of ContentsPrologue: Mail-order companies without catalogues, orchestras without conductors, self-determined footballers and five colours.- Creative Destruction – the Digital Revolution and its Consequences.- A brief history of the management ideas of the 20th century.- Cracks in the world view of classical management.- A Brief History of Successful Lateral Organizations.- Lateral Management in the 21st Century.- Epilogue.

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Book SynopsisThis book provides an extensive overview of family business-related topics such as context and uniqueness, lifecycle and ownership configurations, conflict management, corporate governance, succession challenges, internationalization, innovation, and socioemotional wealth. Each chapter features clear learning objectives, key concepts and terminology, and dedicated case studies to demonstrate the main messages. The book not only considers the day-to-day dynamics in family businesses, but also places substantial emphasis on the entrepreneurial skills needed for these businesses to survive and thrive, today and tomorrow. In addition, it elaborates and discusses a number of best practice examples, which offer valuable guidance not only for scholars, but also for students who wish to study these challenges.Table of ContentsNature of Family Business.- Governance in the Family Businesses.- Strategic Management in Family Businesses.- Innovation in Family Businesses.- Succession and Family Businesses Longevity.- Socioemotional Wealth in Family Businesses.- Human Resource Management in Family Business.- Conflict Management in Family Businesses.- Internationalization of Family Businesses.- Case Study 1 - The New York Times Company - The Evolution of a Publicly-traded Family Firm via Changes in Corporate Governance and Strategies.- Case Study 2 - Merdeka College International Communication Bridge (ICB) - Founder's Succession Concerns.- Case Study 3 - Ugarak Product - Preserving Socioemotional Wealth in the Family Business.- Case Study 4 - QCamel: A Journey Full of Ethical Farming.

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Book SynopsisThis book examines the important role of HR practitioners acting as toxin handlers within their organizations and the dangers they face when dealing with toxic workplace emotions caused by difficult organizational decisions, such as mergers and acquisitions, staff reductions, and restructurings. Exploring what they do, why they do it, and the personal and professional rewards created by the work, it also examines the dangers that await them in terms of risks to their personal well-being. In today's world, layoffs, harassment, discrimination, personality conflicts, or an abusive boss are just a few of the many types of workplace situations that can generate intense emotional pain for employees—feelings like anger, frustration, stress, disappointment, and even fear. Unfortunately, these types of events are predictable and somewhat inevitable, but it is the way organizations handle them—or do not—that can create a serious problem for employees. The responsibility often falls to HR to help troubled employees reduce their emotional pain so that they can re-focus and get back to work as quickly as possible, resulting in positive organizational outcomes. This book highlights the balancing act that HR must perform of caring for employees and championing their causes while at the same time driving toward organizational goals set by senior leaders. The author demonstrates how toxin handlers reduce organizational pain during tough times while also exploring the costs to their own well-being. Readers will learn to minimize the negative impact of toxic emotions from an organizational as well as individual perspective. This book will teach HR professionals strategies about how to anticipate and navigate the organizational toxicity caused by some of the inevitable and difficult people-related situations that are likely to come their way.Table of Contents 1 Toxin Handlers: Who They Are and What They Do 2 What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers 3 What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers 4 What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers 5 Why They Do It 6 How They Reduce Organizational Pain 7 Why Organizations Need Them 8 Friend or Assassin: Whose Side Is HR On, Anyway? 9 The Price They Pay 10 Running on Empty: Warning Signs of Compassion Fatigue and Burnout 11 Perceived Low Value of HR’s Work to Senior Leaders (and How HR Can Fix This) 12 Promising Macro Strategies to Minimize Harm to Toxin Handlers 13 Promising Micro Strategies to Minimize Harm to Toxin Handlers 14 Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! 15 The So-What? Making Sense of It All 16 Epilogue: A Manifesto for a New (and Better) Future Correction to: The So-What? Making Sense of It All Appendix A: Executive Summary of the Research Study Appendix B: Technical Report Bibliography Index ​

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Book SynopsisThis book assembles many of the great leaders of the senior living and care industry to discuss their paths to and views on leadership. Each chapter provides readers with ideas, information, and inspiration on how to achieve leadership in this dynamic, mission-focused industry. It includes various strategies for success, such as promoting meaning and purpose in corporate culture, making decisions in the absence of perfect information, managing your personal assets of relationships and reputation, and finding competitive advantages through technology, training, and team-building. These leaders also share their experiences responding to COVID-19 and discuss how the pandemic may change the future of leadership in the industry. Whether your path starts in gerontology, nursing, social work, design, real estate, finance, law, operations, or technology, and whether one pursues work in the private, nonprofit, or government sectors, this volume provides a valuable resource for all aspiring and developing leaders in the senior living industry.Table of ContentsChapter 1. Introduction.- Chapter 2. How an Innovator Thinks: Applied Evangelism.- Chapter 3. The Founder.- Chapter 4. Pioneer in Assisted Living.- Chapter 5. A Revolutionary in Aging.- Chapter 6. Changing the World: From Government to Assisted Living.- Chapter 7. Memory Care Futurist.- Chapter 8. From Pro Athlete to Senior Living to Pro Sports. Chapter 9. Leading the Way, South of the Border.- Chapter 10. Competition channeled into Leadership. Chapter 11. A Social Entrepreneur.- Chapter 12. Hippie at the Helm.- Chapter 13. Breaking the Mold.- Chapter 14. Innovating Senior Living.- Chapter 15. Making Decisions Without All the Information.- Chapter 16. Marketing My Way into Senior Living.- Chapter 17. Transforming an Organization.- Chapter 18. Financial Leadership.

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Book SynopsisD&I is no longer a passing fad. It’s not about legal compliance or HR box-ticking, in fact diversity and inclusion is a critical factor for success. #MeToo, #BlackLivesMatter and the ballooning disparate consequences of Covid-19 on minorities brings renewed emphasis on D&I agendas, and the economic reality that diverse talent is good for business and good for sustainability. In Beyond D&I, Kay Formanek brings her more than twenty years’ experience working with the world’s leading organizations to take diversity and inclusion into the strategic roadmap of the organization. Whether you’re a leader, HR practitioner, sponsor of a D&I initiative or an employee who wants to see your organization benefit from more inclusivity, the book equips you with the tools you need to develop the strategic case for diversity, craft a compelling narrative and chart a tailored roadmap to lock in diversity gains and close key performance gaps. As well as two core anchor models—the Virtuous Circle and Integrated Diversity Model— the book features case studies, profiles of inclusive leaders, engaging and intuitive visuals and a wealth of evidence-based initiatives that you can start implementing today. With five essential elements and six core capabilities, the result is a definitive, holistic and practical guide that will help you convert your D&I initiatives into sustainable diversity performance.Table of ContentsChapter 1: Setting the stage for a new leadership paradigm Business leaders, scholars and politicians agree that we are facing a watershed moment in the history of our world. Organisations are required to anticipate and respond to fundamental changes stoked by the exponential role of technology (e.g. exponential growth in computing speed, 5G connectivity, exploding data storage capacity and deep learning artificial intelligence); highly connected financial and trade markets; and a pronounced consumer shift towards socially responsible consumption. Organisations need to consider their business footprint on a fragile world, for the traditional business model no longer serves a world that is overpopulated and where climate change systematically reduces habitable and productive land. The traditional business model has generated relative economic growth, but a significant portion of the world’s population lives in poverty and is at war. A new leadership paradigm is required to successfully navigate an increasingly complex environment (VUCA: Volatile, Uncertain, Complex, Ambiguous). Just as the environment is fluid, so are the capabilities of a leader fluid. Just as the traditional operating model of organisations requires adaptation, so do the capabilities of leaders require adaptation. Specifically, future sustainability for organisations requires a 360-degree view on complexity (through cognitive diversity), the ability to create conditions for transformative innovation (enabled by inclusiveness), and a strategic narrative that inspires, energises and unites efforts (expressed through purpose). At the global-level, diversity and inclusiveness are found in the UN Resolution (The Future We Want), which contains 17 Sustainable Development Goals (SDGs), in an effort by the UN to create a comprehensive plan of action to build a global partnership for sustainable development to improve human lives and protect the environment. The future we want supposes a global interconnectedness of economics, social issues and the environment – and realising it requires diversity, inclusiveness and purpose. Organisations are inspired by this global SDG blueprint and are driven to incorporate these SDGs into their purpose, their strategy and their operational measures (ESG) by their stakeholders, who increasingly adhere to SDG goals, including assessing organisations based on how they treat their employees, their environment and their community. This creates the conditions for a virtuous and reinforcing circle between diversity, inclusion and purpose. Leaders at the helm of organisations need to respond to these new organisational conditions with new capabilities and a new leadership approach. Specifically, leaders need to authentically embody and express their own diversity and inclusive leadership and purpose as they connect and unite their teams and organisation through the shared pursuit of organisational purpose. Chapter 2: Introducing the Virtuous Diversity, Inclusiveness and Purpose (DIP) Circle This chapter describes the evolution of the terms and meaning of diversity, inclusive leadership and purpose and their mutual influence and impact, presented via the Virtuous DIP Circle. It also addresses the interplay between diversity, inclusiveness and purpose. Diversity means having a seat at the table. Inclusiveness means making sure voices are heard at the table. Purpose is having different voices aligned around a common intent. And bias is the reason why some seats at the table are provided to the same people and why some people are listened to more than others. An example of what is covered in the chapter: Diversity encompasses inherited dimensions of diversity (such as race and gender both tightly associated with systemic social disadvantages) and also acquired dimensions of diversity (such as work experience) that together result in expanded cognitive diversity. How diversity is defined is how it is led. This means that acquiring and nurturing a rich understanding of diversity and how it links back to organisational performance is critical. With this richer framing of what diversity means to an organisation, the diversity gap, with reference to the organisational journey, can be defined. FIGURE1: Proprietary Virtuous Circle Diagram Chapter 3: Putting the Virtuous DIP Circle to work This chapter enables leaders to apply the Virtuous DIP Circle within their organisation by leading a strategic assessment of the level of environmental complexity, the associated transformation journey their organisation faces, and their gaps in the Virtuous DIP Circle. The leader is given the tools to identify gaps in diversity, inclusiveness and purpose vis-a-vis their external environment. This Chapter also dwells on the movements in 2020 around COVID-19 and the #BLM offering case studies and examples on how organisational leaders can raise their voices and that of their organisation to support their societal purpose. FIGURE 2: Proprietary Virtuous DIP Circle Assessment Chapter 4: Introducing the Integrated Diversity Model The Virtuous DIP Circle creates a compelling strategic narrative for the organisation vis-a-vis its external environment. The Virtuous DIP Assessment provides the leader with an understanding of the gaps allows the leader to power their transformational journey by capitalizing on their Virtuous DIP Circle within the belly of their organisation. This is done by way of applying the Integrated Diversity Model. The model comprises six critical intervention areas that need to be acted upon in an integrated manner, so that the strategic narrative is fulfilled by tapping into the power of diversity and inclusion. 1. The first intervention area is about extinguishing implicit bias and talent blind spots that lead to a homogeneous talent pool and reduce the richness of talent and its perspectives to support the realisation of the strategic narrative. The second intervention area is to develop a clear case for diversity and inclusion that goes beyond the traditional business case that only was expressed across all levers of business performance. The new case for diversity and inclusion is wedged in the societal case and the Sustainable Development Goals. Organisations that are truly operating in accordance with these values can then benefit through the more traditional business case levers. The third intervention area is to build inclusive leadership as a key organisational capability so that leaders are groomed not only to lead the diversity agenda, but also to practice day-to-day diversity leadership through their values, behaviours and actions. The fourth intervention area is to re-engineer systems, processes and protocols such that diversity and inclusion are maximally supported and magnified to realise the strategic narrative. The fifth intervention area is to upgrade diversity metrics so that diversity is measured not only by demographics, but also by engagement and leadership profiles and attributes. The sixth intervention area is to celebrate and augment the diversity and inclusion initiatives and to evaluate to what degree the strategic narrative has been enabled by these initiatives. This chapter not only introduces the Integrated Diversity Model, but also ratifies the strategic efficacy of the model through sharing the latest research validation and illustrating how the model has been applied in varied forms within organisations. FIGURE 3: Proprietary Integrated Diversity Model Chapter 5. Assessing your diversity and inclusion initiatives against the Integrated Diversity Model Over the past 50 years, there has been an increasing focus on realising diversity in society, by legalizing out discrimination, supporting affirmative action in the 1960s, creating a compelling business case for diversity, and holding CEOs and boards accountable for achievement within organisations and through quotas in many nations. Despite this focus on diversity in society, many companies still treat diversity as a side-pillar and 75% of organisations have not been able to convert their focus on diversity into results and many have hit a ceiling. The barriers include a lack of embedding diversity into the transformational journey and leaders who don’t walk-the-talk of inclusive diversity; the failure to comply with legal regulations and industry diversity-linked codes; the inability to capture the hearts and minds of the organisation, resulting in a lack of engagement and “divided diversity”; and finally, lack of supporting systems and processes that operationalise diversity and inclusion initiatives and deliver the desired performance. The authors provide a strategic way for leaders to assess the way that diversity and inclusion initiatives are currently embedded in their organisation (their organisational typology). This is by way of the Diversity and Inclusion Typology Framework. Through this Typology Framework they can discover where the axis of the Diversity and Inclusion initiatives reside in their organisation and envisage how to re-configure and re-enforce new and current initiatives so as to assure effectiveness of an overall integrated effort. The Typology Framework reveals whether the organisation treats diversity and inclusion strategically or operationally and whether diversity and inclusion initiatives are focused more on external compliance or on capturing the engagement and support of its people. It is when organisations are able to drive their initiatives strategically and operationally, with compliance and with the hearts of employees, that there is a sweet spot of diversity performance that creates magnified and sustainable diversity performance. However, there are usually one or more blind spots within an organisation, which results in the organisation placing more emphasis on one or more dimensions to the exclusion of the others, consequently undermining diversity performance. An analysis of companies reveals a certain typology of diversity initiatives that occurs: 1. Compliance Focus (focus on metrics and quotas, but little focus on inclusion and people) 2. Soft Focus (focus is mostly on inclusion and people engagement, often heavily driven by HR, but lacks the strategic focus and initiative to measure diversity like a business) 3. Missionary Focus (there is genuine commitment to diversity by the CEO and board, but it is not operationalised in the organisation) 4. Disparate Focus (there are many disparate initiatives, often from within the organisation itself, but they lack strategic sponsorship) During the Typology assessment, the following questions are addressed: 1. How has the focus on diversity changed within your organisation? 2. Which diversity initiatives get the most attention? 3. Do you recognise yourself in one of the Typology Types? 4. Can you provide characteristics and examples for each typology in your organisation? 5. What typology is most important for your organisation, given your strategic narrative and your transformational journey? 6. Why is there no integrated view, and what opportunities are being missed by having a fragmented view? 7. What are the key immediate actions that would allow the organisation to build an integrated program? 8. What is the role of your board in supporting you to achieve an integrated focus within your organisation? FIGURE 4: Proprietary Diversity and Inclusion Typology Framework (comprises 4 figures for each typology type) Chapter 6: Surfacing implicit bias that negates the Virtuous DIP Circle’s benefits The ability to reap the benefits of the Virtuous DIP Circle and its related journey is deeply compromised by the automatic, restricted lens of leadership. System 1 is a catchphrase for the host of implicit bias, cognitive bias, and automatic and stereotypical thinking that leadership unwittingly exhibits as it attempts to put the Virtuous DIP Circle to work. It is important to recognize that the restricted lens of leadership is a feature of human survival and has its seeds in the hard-wiring of humans, from birth through a process of biological development (with its roots in neuroscience), and is a feature of the world we live in, where there is strong interaction between societal norms, values and roles and the decisions leadership makes. The biological and social hard-wiring causes the most fervent leaders of the Virtuous DIP Circle to be unwittingly waylaid in their pursuit of the dynamics required to deliver its benefits. Leadership requires not only awareness of the limitations of their lens, but also support from rituals, practices and behaviours that create an environment wherein the results of their leadership efforts become effective. Neuroscience has provided a perspective on why this is: it is our hard-wiring. Although it has been critical to our survival for the past 10,000 years, this hard-wired and lazy default of in-group and out-group thinking creates barriers to entry and the nourishment of diverse talent. Furthermore, we are characterized by System 1 and System 2 thinking, and this creates lazy and default thinking (i.e. stereotyped thinking) when we are under stress and making talent decision. These are talent blind spots. FIGURE 5: Proprietary Adapted Implicit Bias Codex Chapter 7: Moving beyond the traditional business case for diversity and inclusion This chapter sets out both the societal case for diversity (forged on the principle of equality) and the business case for diversity in your organisation. Societal Case Moving beyond the traditional business case means leading the conversation with the social case (‘the right thing to do’) first instead of the traditional business case levers. Increasingly CEOs are motivated to develop diversity because it’s the right thing to do, and it’s good for society. Moreover getting stuck in the statistics of the business case will delay the real work from happening. For organizations looking to increase the representation of severely underrepresented social groups, communicating messages about their commitment to fairness and equality is crucial. However, as representation increases, the organization might think about shifting diversity communication to valuing and appreciating social group differences. Business Case Ever since the BOLD initiative in the 1990s, there has been formidable research attempting to prove the correlation between diversity and performance. This business case has been built mainly on demographics (e.g. diversity performance related to gender, race and age) and surfaced the genuinely accepted levers for performance in our society and within organisations. These business case levers include the following: 1. Increased bottom line performance, such as ROE and ROI 2. Increased customer congruence 3. Increased innovative capability and creativity 4. Increased talent pool 5. Increase employee engagement and wellness of people 6. Increased access to networks and information Of the 6 key business case levers identified above, there is causal* research evidence supporting business case levers 3 and 6. There is correlational* evidence supporting business case levers 1, 2, 4 and 5. Organisations also struggle to develop a business case for their organisation and are unable to fully articulate how diversity and inclusion investments and initiatives translate directly to the fulfilment of their strategic narrative, support their transformational journey and yield bottom-line benefits. Leaders are presented with a compelling view of what constitutes a moral and business case for diversity and inclusion initiatives illustrated by the latest research and case studies of organisations that have finely tuned their business case to their context, purpose and transformational journey. FIGURE 6: Proprietary Societal and Business Case for Diversity Chapter 8: Creating an inclusive leadership capability This chapter explores inclusiveness as a capability, the characteristics of inclusive leaders, and what constitutes the actions, metrics and behaviours of inclusive leaders. Research has confirmed (ref. Stefano et al.) that only when teams are diverse and they are supported by inclusive leaders do abnormal positive benefits accrue to diverse teams. Within organisations where diversity is pursued for the benefit of window-dressing and where managers suppress diversity, those diverse teams deliver abnormal negative performance relative to the homogeneous teams. This research is not widely known and is not often talked about, which has created a sense that by simply adding diversity to a team, one can deliver on the societal and business case for diversity. The reason inclusive leadership is so important is that diverse voices need to be not only invited to the table, but also encouraged to speak and be heard. These outcomes of being invited and being heard are facilitated by leaders who are able to create an environment of respect and support for diversity and to sponsor diversity initiatives. Inclusive leaders create workplace dignity and are regarded as stewards of the values of diversity and inclusiveness. Further research highlights that there is no more impactful manner to create an inclusive environment than through the behaviour, practices and actions of inclusive leaders, for these leaders create a culture-in-motion and are emulated for being fine diversity and inclusion leaders. Research and experience also confirm that the Inclusive Leadership Capability is one of the most important capabilities for organisations that wish to navigate a complex world and where inclusive leadership is impressed in all the organisation’s leadership processes, including the assessment of leaders as inclusive leaders and the manner whereby inclusive leaders are rewarded. FIGURE 7: Proprietary Inclusive Leadership Capability Assessment Chapter 9: Embedding diversity and inclusion in the belly of your organisation Given that the hard-wiring of people – leaders included – is difficult to adjust, the best method for creating an inclusive environment is to develop rituals, processes and structures which constantly serve as a reminder for why diversity is important and to de-bias processes within the employee life cycle. This chapter deals with the manner through which senior leaders in an organisation can ensure that the strategic narrative for diversity and inclusion are cascaded within the belly of the organisation. This chapter also addresses rituals and practices that can be adopted by the chair of board, executive board members, the CEO and other senior leaders so as to send an important signal to other leaders and the organisation about their personal commitment to and support of diversity and inclusion. Rituals, practices and policies for pioneering organisations in diversity and inclusion are listed and compared to those in less mature organisations. These pioneering rituals, practices and policies are natural candidates for being cascaded into the belly of the organisation. Pointers are given to senior leaders regarding the type of interventions that should be initiated by practitioners in their organisation to review and de-bias the talent-touching processes. The specific operational actions are dealt with in the Practitioner Handbook, which will be published as a separate book. FIGURE 8 : Proprietary List of Highly Effective Interventions for Leadership of Diversity and Inclusion Chapter 10: Formulating relevant diversity and inclusion metrics Since the early 1950s, the focus on and measurement of diversity have largely been at the demographic level, with specific focus on gender, race, age and sexual identity. The measurement of demographics is largely targeted to the senior levels of the organisation (e.g. the percentage of women on a board) in aggregate and still largely dominates the measurement of most diversity programs. However, pioneering organisations are demanding a richer view on their diversity and inclusion interventions by attempting to measure additional aspects, such as new dimensions of diversity (e.g. work specialisation) at all levels of the organisation as well as measuring critical contributors to diversity performance, such as the engagement of their people, the presence of inclusive leadership, the return on diversity investments, and the realisation of the societal and business case levers for diversity and inclusion. This chapter proposes a formula by which a 360-degree view on the state of diversity and inclusion can be measured, thereby better supporting the realisation of the strategic narrative for diversity and inclusion and its contribution to realising performance goals. FIGURE 9: Proprietary Diversity and Inclusion Measurement Formulae Chapter 11: Celebrating and diversity and inclusion The first chapter of the book painted a picture of the changing context for organisations. Next, the case was made that a Virtuous DIP Circle powers organisations that wish to navigate this external complexity and deliver on a new paradigm in which organisations strive to be strong in a sustainable and SDG-linked world. A dynamic environment requires an agile and dynamic Virtuous DIP Circle, resulting in an expanded strategic narrative. Consequently, the Integrated Diversity Model is also dynamic. Thus, diversity and inclusion is not a project nor a program, but a journey – and the journey does not end, because the context and the transformational agenda of the organisation are never constant. Given that reality, the journey needs to be seen in waves and celebrated per wave, and the learnings need to be distilled, shared and celebrated. This chapter explains to leadership what constitutes external and internal recognition that is at the origin of well-deserved celebration. The chapter also provides best practices for leadership rituals and practices that sustain and renew the Virtuous DIP Circle and seed the reinforcement and enrichment of the Integrated Diversity Model interventions. FIGURE 10: Proprietary Diversity and Inclusion Recognition Score Card Chapter 12: Summary of strategic interventions for the leader and their organisation to put the Integrated Diversity Model to work This chapter concludes the book by offering the leader a way forward to encapsulate the learnings and reflections in strategic yet practical interventions that allow them to serve as a strategic leader of diversity and inclusion and to translate their vision to an actionable way forward for those who will operationalise these efforts within the organisation. This chapter also makes the case that successful leadership incorporates leadership of self (i.e. the leader), leadership of the team and the leadership of the organisation. Consequently, the chapter creates an inventory of personal, team and organisational interventions that have an impact by creating reinforcing mechanisms for realising the Virtuous DIP Circle

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Book SynopsisThis book dives deep into the "Three Pillar Model" (3-P-Model) applied by the authors for organizations. These pillars are: Sustainable Purpose, Traveling Organization, and Connected Resources. The authors specifically concentrate on the pillar Traveling Organization and help in understanding the concept, its design, and navigation in practice. The expert contributors also show the relevance of the 3-P-Model in diverse areas – from profit and public organizations to the catholic church and cultural work. The navigation is aligned with the pillar Sustainable Purpose and connects professional topics, organizations, and people as three core resources. Organizational scientists, business strategists, and executive MBA students will particularly benefit from this book.Table of ContentsPart I: Introduction & Framing.- Further Development of the Application of the Three Pillar-Model.- Navigating a Travelling Organization towards Future Success – How to Inspire and Co-Create the Joint Endeavor.- Part II: Concepts & Instruments.- Navigating Travelling Organizations Means Beginning - What Prevents Us from the New?.- The Role of “Navigators” in Travelling Organizations.- Viable Stepping-Stones along Transformation Journeys – Ensuring Business Execution while Transforming Diverse Organizations.- Agile and Design-Based Methodologies in Sales and Service Delivery - The Application of Design for Execution to Field Teams in the Pharmaceutical Industry.- The Leader’s Personal Approach to Navigating a Travelling Organization.- Objectives and Key Results: How Navigating Travelling Organizations Might Succeed.- Decision Making in Travelling Organizations – How to-Principles and Practices.- Navigating Investments for Transformation in a Travelling Organization.- Part III: Application & Experiences.- Navigating the Ivory Tower.- The Dilemma of How to Navigate a Rock.- "No contact without resistance".- Why cultural policy has such a hard time with navigation.- Gathering Points Creating Momentum - Navigating the journey of a value-driven company.- Industrial Excellence Meets Travelling Organization - Keeping promises in the VUCA world.- Beating the Normal Curve – Finding the Path for a Travelling Organization in Disruptive Times.- Part IV: Resume.- Conclusions and Thanks.

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Book SynopsisThis Open Access book explores the meaning and roles that strategy and leadership play in our lives. Based on decades of experience, the author contemplates whether we believe strategic leadership exists because it actually exists, or whether it exists because we believe it does? Both answers are true. The author argues that the duality of the essence of strategic leadership is clear. It may appear to be personalised, or it may seem to be an important characteristic of the organization enacted everywhere where there is guidance. In fact, the discussion about strategic leadership raises more questions. In this thought-provoking book, the author puts forward a robust critical assessment of one of the most widely used concepts in management research and practice. Beginning with an ontological and historical discussion around which the concept of strategic leadership has developed, the book continues to discuss the phenomenon of strategic leadership. Utilising a post-modern perspective and by heavily drawing on concepts such as hegemony and ideology, the author then discusses the role of organizational culture and networks, as well as the underlying tensions that come associated with strategic leadership.Table of Contents1. The Classic Ontology of Leadership.2. Collective and Leadership.3. The Rise of Strategic Leadership.4. External Adaptation.5. Strategic Direction.6. Strategic Leadership Between Hegemony and Ideology.7. Organisational Culture, Leadership Language and Integration of the Collective.8. Configurations of Strategic Leadership.9. Strategic Leadership from the Social Network Perspective.10. Facing Tensions in Strategic Leadership.​

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Book SynopsisThis book demonstrates how leaders can use research from positive psychology to increase work engagement and wellbeing, improve relationships, and increase performance and productivity in the workplace. Specifically, it teaches leaders how to use psychology to understand their own contributions to their leadership style as well as to understand how their employees are being motivated to increase their engagement and productivity. Suitable for leaders, human resource personnel, consultants and coaches, this book gives research-based theory and insight into how leaders’ own attitudes, mind-sets and authenticity are influencing their employees level of performance, emotions and creativity. Readers learn how to motivate, bring meaning into the workplace, improve communication and relationships as well as how to use strength-based leadership. The book features examples from successful companies like Microsoft, Google and Disney and provides practical interventions and techniques in every chapter that can immediately be implemented into the workplace.Table of Contentsintroduction.- What is positive psychology, and why shall we use it in the workplace?.- Research results from the use of positive psychology in organizations.- The leader role.- Positive leadership.- Factors in the leader.- Factors in the leadership tasks.- Results in the employees.- The strength-based leader.- Organizational development with Appreciative Inquiry.

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Book SynopsisThis book provides a unique introduction for business leaders to the philosophical lexicon of classical and contemporary ideas—for and against—that are relevant to business and those destined to lead it. Rather than presenting the reader with a ‘philosophy of leadership’ the author uses his experiences in academia and as a leader in business to illustrate the practical application of philosophical ideas and methodologies covering the art and science of being a business leader: motivating stakeholders to deliver the initial phase of a business plan for a new product or service; processing information (and risky ‘hidden-information’) that brings the company vision into reality; and ethically managing relationships to enhance the quality of decision-making and its outcomes. Creative aspiration, knowledge and ethical character are the three pillars of leadership. Within that construct, this book challenges leaders to seek their own path to self-development inspired by ideas that shape the ecology of capitalism and the opportunities it provides stakeholders to endow meaning and dignity to their lives through their participation in business. Table of Contentsintroduction.- Part 1: Some philosophical foundations.- Part 2: Managing creativity…birthing the dream.- Part 3: Interpreting information to deliver the dream.- Part 4: Ethics and business…uniting the dream makers. Conclusion.- References.

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Book SynopsisA business ecosystem may be defined as a dynamic group of largely independent economic players that create products or services that together constitute a coherent solution for customers. Business ecosystems are high on the agenda of many business leaders. They are now highly prevalent, frequently disruptive, and all companies should add the required capabilities to their strategy toolbox. Business Ecosystems is based on more than three years of research by the BCG Henderson Institute, their work with dozens of companies on their ecosystem strategies, and hundreds of conversations with academics, managers, investors, entrepreneurs, and government employees. Part I reviews the fundamentals of business ecosystems – definition, design, success factors, governance, strategies. Part II elaborates on special topics, such as trust and data, industry applications, and their potential for sustainability. Ecosystems might not be a solution for all problems, but they are also not a transitory phenomenon. The field is evolving fast and as the success factors for creating, managing and participating in business ecosystems are increasingly accepted and understood, many established and emerging companies have the opportunity to put themselves in a position to unlock great innovation and value creation potential by engaging in ecosystem business models. This book will support business professionals and executives on this journey.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisThis book examines the concept of leadership from within the Islamic worldview, exploring its meaning and various manifestations through textual evidence from the two primary sources of Islam, The Qur’an and hadith. Using this theoretical framework concurrent with contemporary leadership theory, the authors scrutinise the distinctive leadership dynamics of Islamic organisations within a minority-Muslim context and a focus on Australia. Drawing on empirical data gathered over four years, the nature of leadership and its processes within this unique context is examined. Leadership in Islam reconciles the problematic processes that exist within Muslim organisational context and offers a set of measures and strategies to improve leadership processes including enacting leadership, enacting following, accommodating complexity, sense making and embracing basics as the core processes. This book will be beneficial for anyone who seeks to understand the meaning of leadership in Islam, the way Islamic organisations operate, and the way forward for improving leadership processes within an Australian/Western context.Table of ContentsChapter 1: Introduction.- Chapter 2: Leadership in Islam based on primary sources.- Chapter 3: Overview of the Australian Muslim context.- Chapter 4: Australian Muslims’ perceptions of leadership.- Chapter 5: Leadership: Core problems.- Chapter 6: Problematic context.- Chapter 7: Reconciling Problems.- Chapter 8: Accommodating Complexity and Sense making.- Chapter 9: Embracing Basics: Internal & External.- Chapter 10: Conclusion.

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Book SynopsisThis management book documents the remarkable transformation of DSM, first from a coal mining company to a commodity chemicals producer and then in the last two decades to the life sciences & materials sciences company it is today, with its strong focus on biotechnology. The book gives an inside view on the ‘strategic learning cycles’ that have driven this evolutionary transformation. It also discusses the company traits that have contributed to its ability to adapt, grow and prosper. Renowned business schools such as IMD and Babson have accompanied the second transformation of DSM through their executive education programs. The book documents this support and draws lessons for long-term collaboration between companies and the business school world.Table of ContentsPreface.- DSM - From Dutch State Mines to Chemicals Company.- Transforming a Business School.- Moving from Sales to Marketing.- Achieving Market Orientation.- Developing Business Strategy Dialogues at DSM.- Enhancing Business School Impact.- Embedding Business Strategy Dialogues as a Core Process.- Contributing to Business Strategy Dialogues.- Experimenting with Corporate Strategy Dialogues to Focus and Explore.- Branching out Beyond Strategy.- The Big Decision: Exit Petrochemicals?- Leveraging Faculty Learning Cycles.- Completing the Transformation of DSM.- Lessons for Academia and Business.- The Seven Traits of a Successful Company.

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Book SynopsisSie suchen nach einem zündenden Wort, nach einer treffenden Formulierung, nach einem passenden Zitat? Sie wollen Ihrer Rede Schliff verleihen und Ihre Ansprache eindrucksvoll mit einem Dichter- oder Denkerwort einleiten?Dieses Buch ist Ihre Quelle für Inspirationen und neue Denkansätze.Auch bei Workshops, Seminaren können die ausgewählten Zitate für Reflektion, Anschauung und Kreativität sorgen. Oder Sie lassen sich von den Kurzbiografien und den darin enthaltenen Impulsen und Tipps inspirieren.Table of ContentsLiteratur aus dem Altertum.- Literatur aus der Neuzeit.- Literatur aus der Moderne.

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