Organizational theory and behaviour Books

Book SynopsisThis edited volume discusses digital transformation in the context of the COVID-19 pandemic. In the wake of the COVID-19 pandemic and the widespread lockdown policies that followed, digital technologies were touted as an effective means towards ensuring continuity and minimal interruption of day-to-day operations for businesses and other institutions. Digital transformation, however, is an inherently complex process and the pressure of short adoption times may further increase complexities for organizations looking to foster digital technologies. This volume comprises original research contributions on theoretical foundations and empirical studies of digital transformations in the pandemic era. Written by academics and practitioners from diverse disciplines and industries, the chapters cover topics such as psychological and technical implications of pandemic situations, the economic, organizational, social, and legal implications of digital adoption, and case studies for digital transformation in different industries. This book will be useful for academics, technology professionals, business policy makers, NGO managers, and governments looking to optimize their digital transformation processes to better prepare their organizations in the presence of pandemic situations. Table of Contents1. Policies for Enhancing Public Trust and Avoiding Distrust in Digital Government During Pandemics: Insights from A SyStematic Literature Review.- 2. Data driven implementation: the role of information and technology in public responses to social emergencies.- 3. Implementation of emerging technologies in pandemic situations: Contact tracing.- 4. eTourism and Cultural Resilience: Exploring Opportunities for Indigenous Communities in an Extremely Precarious State.- 5. Digital Transformation of Health Systems During the COVID-19 Pandemic: Challenges and Opportunities for the Future.- 6. Digital Transformation and Usability: User acceptance of Tawakkalna Application during Covid-19 in Saudi Arabia Digital Transformation and Usability: UX Tawakkalna Application in Saudi Arabia.- 7. Digital transformations to challenge-based learning in the context of COVID-19 and beyond.- 8. Change Management in Digital Environment amid the COVID-19 Pandemic: A Scenario from Malaysian Higher Education Institutions.- 9. Challenges and Implications of Digital Transformation in Higher Education: A Student Perspective from Pakistan and Saudi Arabia.- 10. Digital transformation in Higher Education – Impact of Instructor Training on Class Effectiveness during COVID-19.

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Book SynopsisWhen should organizations think about adopting a flat structure? And what does it take to make it work? Is it even the silver bullet that we’ve been told it is? Often we have heard about how businesses should organize in non-traditional ways to succeed in today’s world: be ‘agile’, or adopt approaches such as ‘holacracy,’ ‘RenDanHeYi’ or ‘scrum’. But what do these concepts actually mean? Are they even helping us to custom-tailor flat structures to our needs?Leading expert, Markus Reitzig, provides a no-holds barred account of flat organizational structures, taking the good with the bad and asking the reader to balance the opportunities and challenges that come with less hierarchical structures. He explains that there are many types of flat organizations, and that they may only be better than traditional companies in some instances, and only when the company picks the right structure given its goal and its people.Taking an evidence-based approach to the advantages and disadvantages of decentralizing, this book offers a unique, practical guide for managers. You’ll learn how to formulate realistic goals with fewer hierarchical layers, where to decentralize, whom to recruit and how to treat your staff. This is an indispensable guide for anyone who wants to figure out how to work with flat organizational structures, and whether ‘flat’ may even be right for them. Table of ContentsPart 1: Why Flat Structures Work at All.- Chapter 1: What does it mean to move towards a “flatter” structure?.- Chapter 2: What managers can effectively and efficiently delegate.- Chapter 3: Why would employees ever assume extra work in a decentralized organization?.- Part 2: What Managers Can Do to Make Flat Structures Work Well.- Chapter 4: What type of persons should you take on the journey?.- Chapter 5: How to enforce and foster effective self-organization?.- Chapter 6: How to design the playing field for efficient quasi-decentralization?.- Part 3: When, Why, and How Flat Structures Can Beat Traditional Hierarchies.- Chapter 7: When can flat structures beat more centralized ones?.- Chapter 8: Where does a flat structure reach its limits?.- Chapter 9: The guide(s) to successful decentralizing.- Part 4: Test Your Understanding.- Chapter 10: Delayering the hierarchical firm—The case of Borek.- Chapter 11: Flat growth—The case of WirDesign.- Chapter 12: Flat fads or more? From a as in “agile” to z as in “zi zhu jing ying ti”.

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Book SynopsisThis book describes the neurology of a business as a new dimension of organization and as a basis for success in a complex world. Comparing organizations with living organisms, it places an organization’s neurology (control and communication) as a third dimension beside its anatomy (structure) and physiology (process). Overlooked by classical organizational theory, this third dimension offsets its typical drawbacks. The Neurology of Business introduces Stafford Beer’s Viable System Model (VSM) and shows how this helps managers to diagnose, discover, and unleash the potential and performance lying dormant in today’s enterprises.The book is based on numerous consulting projects and management seminars conducted in Europe, America, and Asia. It guides the reader through the diagnosis and design process and illustrates application issues with practical examples. In this way, the book provides managers with the language needed to have meaningful conversations about how their organizations are functioning. As such, it will benefit managers in business and nonbusiness organizations, as well as readers interested in general management.Table of ContentsPart I. Necessity and Benefits of the Third Dimension.- Chapter 1. Introduction.- Chapter 2. The Ten Cardinal Mistakes of Organizing.- Part II. The Viable System Model.- Chapter 3. A Model of Steering and Communication.- Chapter 4. Introduction to the Model.- Chapter 5. Russian Dolls.- Chapter 6. Hierarchy and the Redundancy of Potential Command.- Part III. Diagnosis and Design.- Chapter 7. Overview of the Diagnostic Process.- Chapter 8. Diagnosing and Designing the Basic Structure (Step I).- Chapter 9. Mastering Complexity (Excursus).- Chapter 10. Manageable or Not? (Step II).- Chapter 11. Mission-critical Tasks (Step III).- Chapter 12. Centralized or Decentralized (Step IV).- Chapter 13. Diagnosing and Designing the Control Functions (Step V).- Chapter 14. Diagnosing and Designing Communication Channels (Step VI).- Part IV. From Knowledge to Implementation.- Chapter 15. Making the Organization Understandable (Step VII).- Chapter 16. Successful Implementation.- Chapter 17. Quick Diagnoses.- Chapter 18. Balancing Present and Future.

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Book SynopsisTable of ContentsFrontmatter -- Contents -- List of tables. List of figures -- Introduction -- Part I. Symbolic Aspects of Organizations -- Chapter 1. Painting Over Old Works: The Culture of Organization in an Age of Technical Rationality -- Chapter 2. Interrelations Between Corporate Culture and Municipal Culture: The Lüneburg Saltworks as a Medieval Example -- Chapter 3. Corporate Culture, the Catholic Ethic and the Spirit of Capitalism: A Quebec Experience -- Chapter 4. Dependency and Worker Flirting -- Chapter 5. Culture and Crisis Management in an English Prison -- Part II. Power as a Symbolic Domain -- Chapter 6. Zombies or People – What Is the Product of Work? Some Considerations About the Relation Between Human and Nonhuman Systems in Regard to the Socio-Technical-Systems Paradigm -- Chapter 7. Organizations as Networks of Power and Symbolism -- Chapter 8. Crashing in ’87: Power and Symbolism in the Dow -- Part III. Management, Consultancy, and Metaphor -- Chapter 9. Merchants of Meaning: Management Consulting in the Swedish Public Sector -- Chapter 10. Metaphor Management: On the Semiotics of Strategic Leadership -- Chapter 11. Culture and Management Training: Closed Minds and Change in Managers Belonging to Organizational and Occupational Communities -- Chapter 12. The 'Commando' Model: A Way to Gather and Interpret Cultural Data -- Part IV. Style and Aesthetics -- Chapter 13. The Collusive Manoeuvre: A Study of Organizational Style in Work Relations -- Chapter 14. Aesthetics and Organizational Skill -- Part V. Whole Organizations -- Chapter 15. Computers in Organizations: The (White) Magic of the Black Box -- Chapter 16. The Organizational Sensory System -- Chapter 17. The Dynamics of Organizational States of Being -- Part VI. Against Conclusions: Comments on Theory and Post-Modernism -- Chapter 18. Seeing Through: Symbolic Life and Organization Research in a Postmodern Frame -- Chapter 19. Organizational Bricolage -- Authors’ Biographical Notes -- Backmatter

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Book SynopsisThis book provides a rare account of China’s market transformation in the own words of the Chinese: politicians, intellectuals, the media, and journalists. The Chinese rhetoric—complex, ironic, argumentative, and abstruse—may hold the key to understanding China’s unique style of elite politics, state-citizen relationship, and institutional development. Rhetoricizing the Chinese transformation provides a glimpse into how the Chinese minds work as Chinese people participate as agents in the exercise of changing the country and themselves. This book will serve as a guide for anyone interested in learning how Chinese reason, persuade, debate, and resist.

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Book SynopsisThis textbook on knowledge management draws on the authors’ more than twenty years of research, teaching and consulting experience. The first edition of this book brought together European, Asian and American perspectives on knowledge-based value creation; this second edition features substantial updates to all chapters, reflecting the implications of the digital transformation on knowledge work and knowledge management. It also addresses three new topics: the impact of knowledge management practices on performance; knowledge management in the public sector; and an introduction to ISO 9001:2015 as an implementation framework.The book is intended not only for academic education but also as an essential guide for managers, consultants, trainers, coaches, and all those engaged in business, public administration or non-profit work who are interested in learning about organizations in a knowledge economy. Given its wealth of case studies, examples, questions, exercises and easy-to-use knowledge management tools, it offers a true compendium for learning about and implementing knowledge management initiatives.Table of ContentsTowards a Digitally Enabled Knowledge Society.- Knowledge in Organisations.- Organisational Forms to Leverage Knowledge.- Knowledge Work(ers) in the Digital Age.- Strategies for Managing Knowledge.- Context Specific Knowledge Management Strategies.- Information and Communication Technologies Supporting the Digital Transformation of Knowledge Work.- Measuring and Safeguarding Intellectual Capital.- How to Put Knowledge Management into Practice.- Multilingual Glossary.

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Book SynopsisThis book provides a concise yet comprehensive literature review on leadership. As well as offering critical insight into leadership research, the author addresses emerging paradigms and identifies new approaches. A vital tool for leadership students and scholars, the text will enable readers to demonstrate a critical awareness of current developments both in theory and practice of leadership and its importance in modern organizations. Both scholars and practitioners will find the engaging discussion in this book particularly useful as the author offers practical ideas for development and a much-needed unified theory on leadership.Table of Contents1. Introduction.- 2. Leadership Research and Theory.- 3. Emerging Paradigms.- 4. Conclusion.

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Book SynopsisThis book, written in story narrative form, traces the development of a company from a start-up to a global enterprise. It develops the key concepts related to this evolution — corporate strategy, raising external finance, capital budgeting, dividend policy, mergers and acquisition, globalization, marketing and human resource management. The focus is on topics in corporate strategy and corporate finance, and each topic is developed in depth with problem sets and reflection questions within the context of the organization's evolution.The Power Point slides, practice problems and solutions, as well as intervention exercises for executive education teaching is available upon request for all instructors who adopt this book as a course text. Please send your request to sales@wspc.com.Table of ContentsTime for Action: Jerry Says Hello to Finance and Takes the Plunge; The Source of Value: Strategy; Risk and Value: Why Should Jerry Care?; More on Economic Profit; Comprehensive Resource Allocation: A Training Seminar; Acquiring a Firm; Resource Allocation for Non-Traditional Projects; Post-Acquisition Integration Issues; Managing in Tough Times Versus Innovating; and other papers.

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Book SynopsisThis book seeks to answer the question of âleadership for what?â. We shall outline an answer by focusing on responsible leadership of purpose through an inter-disciplinary perspective. Responsible leadership moves the axis of leadership from leader-followers to leader-stakeholders; away from looking at leadership as person-centric â the qualities, abilities, and effectiveness of the leader, to a focus on the purposes, responsibilities and activities of leadership. Leadership orientation is about realising value for a range of constituencies, not just the shareholders of the business. In this way this book offers up an alternative business model to that of dominant neo-liberal approaches to capitalism and its flow-on effect to the leadership project. This is a model that draws on a most obvious assumption â if leaders maximise the use of all the capitals of their business they will maximise their dividends, and thus deliver their responsibility to the shareholders as well as other relevant stakeholders. This book explores how five dividends (based on five capitals) can be developed through attention to a sixth dividend (and sixth capital) â the dividend from our planet and communities. The planetary dividend is the flourishing of humanity â but it is also a significant dividend to the business. For example, by engaging the business in a purpose-led orientation to enhance the planetary dividend, the dividend from human resourcefulness becomes manifest â employee sense of purpose, commitment, passion and energy. The realisation of such can also connect with dividends from innovation, operations and brands. For example, the business benefits from a purpose-driven brand. In short, responsible leadership of purpose outlines a case for leadership to focus on a connected portfolio of âgoodâ dividends as an answer to the question âleadership for what?â The book is written by academics and organisational leaders. It draws on a range of research with leaders from a variety of contexts to illustrate the challenges but also the benefits of this argument. It is an ambitious book: ambitious, in terms of moving leadership towards realising purpose; ambitious by seeking to align a range of business disciplines around responsible leadership; and ambitious because it challenges the dominant assumptions that shape business leadership. However, it is based on a simple question: why would a business not wish to generate good dividends for all its stakeholders?Table of ContentsPART I1 Leadership of Purpose: In Search of Good DividendsSteve Kempster, Ken Parry and Thomas Maak2 Four Cornerstones that Underpin the Good DividendsSteve Kempster, Thomas Maak and Ken Parry3 Responsible Leadership: Reconciling People, Purpose, and ProfitThomas Maak and Nicola M. Pless4 The Good Dividends: A Systemic Framework of Value CreationSteve Kempster, Thomas Maak and Ken ParryPART 25 In Search of the Financial Dividend of the Workforce: Evidence from FTSE-100 Companies’ Annual Report DisclosuresSteve Young, Sam Rawsthorne and Luke Hildyard6 From Human Resources to Human Resourcefulness: Making the Most of Human Good DividendRobyn Remke and Steve Kempster7 Social Innovation Dividend: Leading Stakeholders in Value Creation for All Our FuturesSteve Kempster and Minna Halme8 Operational Dividend: Realising Stakeholder Value Steve Eldridge and Steve Kempster9 Achieving Good Dividends Through Brand Leadership Malcolm Kirkup and Katalin Illes10 One-Planet Dividend: Responsible Leadership as StewardshipThomas Maak and Nicola M. Pless11 Leadership of Value: Leading the Leading Indicators for Good DividendsAnthony HeskethPart Three12 The Good Dividends and Governance: A Leadership Perspective Randall Zindler13 Applying the Good Dividends to a Business: A CEO’s Reflections Luke Freeman, Steve Kempster and Stewart Barnes14 Final Thoughts: Building the Evidence Base Through A Research and Learning CommunitySteve Kempster and Thomas Maak

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Book Synopsis“Sundberg and Begg have produced an essential guide to help leaders tap their organization’s full potential by creating the conditions for critical thinking, clear communication, and nimble execution.” Daniel H. Pink, #1 New York Times bestselling author of The Power of Regret, Drive, and To Sell is Human Enduringly successful companies don’t rely on a genius CEO. They build collective intelligence, systematically empowering everyone, from the boardroom to the shop floor, to use their brains and apply them to the problems and opportunities that matter most. The iPhone wasn’t the brainchild of Steve Jobs, Warren Buffet didn’t want to bet on Apple, and Amazon Prime wasn’t Jeff Bezos’ idea. Each of these breakthroughs was sparked by an employee who’d been given the tools, skills, and confidence to ask the right questions. Every company has a vast reservoir of brainpower and it’s a leader’s role to tap into it. In Collective Intelligence, co-CEOs Jennifer Sundberg and Pippa Begg lean on their work with the world’s most demanding leaders over the past 15 years to show you how. They’ll demonstrate how badly run businesses make smart people act dumb and reveal how enduringly successful businesses create the conditions for everyone to think hard and act fast.

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Book SynopsisRichard Branson stated: "No goal is beyond our reach and even the impossible can become possible for those with vision and belief in themselves." This is the topic of this book, which studies the lives of 50 extraordinarily successful women and men - most of them entrepreneurs, but also top managers, athletes, entertainers and others - to find out what distinguishes them and the lessons that we can all learn. What really sets these highly successful and rich individuals apart is their courage to be different from the majority of those around them. They challenge traditional ways of thinking and they set their goals and ambitions considerably higher than most people. Their stories serve as powerful guidelines for anyone who wants to aim higher and achieve much more than those around you.Trade ReviewThis book can motivate young people to become entrepreneurs. You don't necessarily need a degree, as Zitelmann shows in his book - and as I know from my own life experience. Of far greater importance are good entrepreneurial ideas - ideas that create benefits and help other people. - Dirk Rossmann, Managing Director, Dirk Rossmann GmbH, pioneer of drugstores and billionaire businessmanTable of ContentsIntroduction 1. Aiming Higher 2. How to Win Trust 3. Learn to Embrace Problems 4. Focusing 5. Dare to Be Different 6. Learn to Stand Your Ground 7. Never Take "No" For an Answer 8. Programming Your Inner GPS 9. The Formula for Success: Stamina + Experimentation 10. Dissatisfaction as a Driving Force. 11. Ideas Will Make You Rich 12. The Art of Promoting Yourself 13. Enthusiasm and Self-Discipline 14. Efficiency 15. Speed Is of the Essence 16. Money Matters 17. Tension and Relaxation Bibliography About the Author Index of Persons and Companies

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Book SynopsisOne Up offers a pioneering empirical analysis of strategy in the video games industry to explain how it has gone from the fringe to the mainstream. Drawing on years of practical and academic experience in the interactive entertainment field, Joost van Dreunen analyzes how business model innovation has made the video game industry what it is today.Trade ReviewOne Up is by far the best book I’ve read about the business of video games. It’s at once analytical, instructional, and highly readable. It should be required reading for anyone interested in the interplay of creativity, innovation, and business strategy in interactive entertainment. -- Ben Feder, president, international partnerships (North America), Tencent GamesJoost van Dreunen’s One Up reflects his many years of experience and makes interesting observations about the games business, offering his unique perspective as a consultant and an academic. His positioning at the intersection between creators, manufacturers, business executives, investors, and financial analysts makes his book a must-read for anyone interested in learning more about the games business. -- Michael Pachter, managing director and equity research analyst, Wedbush SecuritiesThe essential book for understanding the changing landscape of the game industry, as it has moved from physical goods to downloads to continually evolving games-as-a-service. -- Jesper Juul, author of Handmade Pixels: Independent Video Games and the Quest for AuthenticityIn One Up, Joost van Dreunen illustrates how business and strategy decisions can make or break the success of a game or platform. He breaks down the complex, rapidly changing business of video games in a way that will enlighten and entertain industry veterans, investors, and noobs alike. -- Ashley McEnery, business operations, DiscordThere were no good books about the video games business, until now. One Up is required reading for anyone who wants to understand how video games went from a toy in the basement to the most dynamic sector of the global entertainment industry. -- Ben Decker, head of gaming services marketing, MicrosoftIt is almost impossible to predict the future perfectly, but it is essential to be open to new opportunities. One Up provides the historical context for our creative business and how we seek to capture the cultural zeitgeist for fun, for profit, or simply to share our creative universe with others. Joost van Dreunen highlights how an ability to identify an emerging gaming trend provides an insurmountable advantage that requires its own flawless execution to achieve critical mass and mainstream awareness. -- Solomon Foshko, director of strategic intelligence and new product analytics, WargamingThis definitive guide covers key historical topics in the gaming industry, providing a basis for understanding where it is today and where it is going tomorrow. Whether you are a new apprentice, a seasoned executive, or creator, this book can broaden your horizons for our exciting field. -- Jay Chi, founder, Makers FundOne Up cleverly draws on a very unique set of insights from industry data and academic research and confronts (and subsequently dispels) many industry myths head on. It is a pleasure to read and a valuable contribution not only to the field of game production studies but also to popular discussions about the industry. -- David B. Nieborg, University of TorontoEssential reading for those who want to teach or become employed in the production of video games. * Choice *Table of ContentsPrefaceAcknowledgmentsIntroductionPart I. Games as a Product1. Digitalization of Interactive Entertainment2. Games Industry Basics3. Empire on the Edge of the VolcanoPart II. Games as a Service4. Everyone IS a Gamer Now5. Myth of the Mobile Millionaire6. Greatly Exaggerated Death of the Console7. Glorious Return of PC GamingPart III. Games as Media8. Epic Quest for Intellectual Property9. Watching Other People Play Video Games, and Why10. Next-Gen Revenue ModelsConclusionAppendix: Empirical ProceduresNotesBibliographyIndex

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Book SynopsisExplains the Institutional Analysis and Development (IAD) framework, which enables a scholar to choose the most relevant level of interaction for a particular question. This book explains and illustrates how to use the IAD in the context of both field and experimental studies.Trade ReviewWinner of the 2006 William H. Riker Book Award, Political Economy Section of the American Political Science Association "Understanding Institutional Diversity is a comprehensive book on the management of the common pool. It includes overviews of major theoretical issues and empirical studies. Anyone who is interested in how common-pool problems are or are not successfully resolved by locally devised arrangement should read it."--Gary D. Libecap, The Independent ReviewTable of ContentsList of Illustrations xi Acknowledgments xiii PART I: AN OVERVIEW OF THE INSTITUTIONAL ANALYSIS AND DEVELOPMENT (IAD)FRAMEWORK 1 Chapter One: Understanding the Diversity of Structured Human Interactions 3 Diversity: A Core Problem in Understanding Institutions 4 Is There an Underlying Set of Universal Building Blocks? 5 Holons: Nested Part-Whole Units of Analysis 11 Action Arenas as Focal Units of Analysis 13 Zooming Out to an Overview of the IAD Framework 15 Viewing Action Arenas as Dependent Variables 16 Institutional Frameworks, Theories, and Models 27 The Limited Frame of This Book 29 Chapter Two: Zooming In and Linking Action Situations 32 An Action Situation as a Focal Unit of Analysis 32 Example of a Simple Action Situation 35 The Basic Working Parts of Action Situations 37 Linking Action Arenas 55 Predicting Outcomes 64 Evaluating Outcomes 66 Chapter Three: Studying Action Situations in the Lab 69 The Trust Game in the Experimental Laboratory 70 A Commons Dilemma in the Experimental Laboratory 78 Structural Changes in the Laboratory 85 Replications and Extensions of Commons Dilemma Experiments 93 Conclusions 97 Chapter Four: Animating Institutional Analysis 99 Animating Open, Competitive Processes 100 The Challenge of Imperfect Information 101 Assumptions Used in Animating Participants 103 Variety and Complexity: An Asset or a Liability? 116 A Focus on Collective Action to Overcome Social Dilemmas 119 Norms Fostering Collective Action 121 Emergence and Survival of Norms in Evolutionary Processes 125 Conclusion 131 PART II: FOCUSING ON RULES 135 Chapter Five: A Grammar of Institutions, Sue Crawford and Elinor Ostrom 137 Parsing Institutional Statements 137 The Syntax of a Grammar of Institutions 139 The Syntax Components 140 Applying the Grammar 152 Using the Grammar in Empirical Field Research 171 Some Next Steps 173 Chapter Six: Why Classify Generic Rules? 175 Solving Babbling Equilibrium Problems 176 The Policy Analyst 's Need to Understand How to Reform Situations 180 Moving beyond Slogan Words to Describe Institutions 181 Coping with the Immense Diversity by Identifying Generic Rules 181 The Role of Rules as Information Transformation Mechanisms 184 An Underlying Universality? 185 Chapter Seven: Classifying Rules, Elinor Ostrom and Sue Crawford 186 The Horizontal Approach: Classifying by the A I M of a Rule 187 Position Rules 193 Boundary Rules 194 Choice Rules 200 Aggregation Rules 202 Information Rules 206 Payoff Rules 207 Scope Rules 208 Default Conditions: What Happens if No Rules Exist Related to Components of an Action Situation? 210 The Vertical Approach: Operational, Collective-Choice, and Constitutional-Choice Levels of Analysis 214 Using Rules as Tools to Change Outcomes 215 PART III: WORKING WITH RULES 217 Chapter Eight: Using Rules as Tools to Cope with the Commons 219 Field Research on Common-Pool Resources 221 What Rules Are Found in Self-Organized Common-Pool Resource Regimes? 222 Contemporary Approaches to Resource Policy 236 Coping with Complexity: A General Problem 242 Changing Rules as an Adaptive Process 243 Theoretical Puzzles 251 Summing Up 253 Chapter Nine: Robust Resource Governance in Polycentric Institutions 255 Design Principles and Robust Social-Ecological Systems 258 Threats to Robust Governance of Common-Pool Resources 271 Modest Coping Methods for Dealing with Threats to Sustainability 279 The Advantage and Limits of Polycentric Systems in Coping with Design and Long-Term Sustainability of Systems 281 The Capabilities of Polycentric Systems in Coping with Tragedies of the Commons 283 Conclusion 287 Notes 289 References 307 Index 351

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Book SynopsisTrade Review"One of the Economist.com “Wise Words 2017 Books of the Year” in Economics and Business""One of Blackwell’s Best of Non-Fiction 2017""One of Financial Times (FT.com) Best Books of 2017: Economics""Selected for Askblog’s Books of the year 2017, chosen by Arnold Kling"

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Book SynopsisEvery organization is fundamentally in the business of behavior change, whether it be a government trying to get a business to comply with environmental regulations, a business persuading its customers to be loyal to its products, or a financial institution encouraging a client to start saving for retirement. Behavior change is critical to organizational success, but despite its centrality to organizations, we do not have a good understanding of how organizations can successfully employ insights from behavioral science in their operations. To address this gap, this book develops an overarching framework for using behavioral science. It shows how behavioral insights (BI) can be embedded in organizations to achieve better outcomes, improve the efficiency of processes, and maximize stakeholder engagement. This edited volume provides an enterprise-wide strategic perspective on how governments, businesses, and other organizations have embedded BI into their operations. ContributioTable of ContentsAcknowledgements About The Contributors Foreword: A Very Short Guide to Nudging Preface: The Behaviorally Informed Organization PART 1: The Behaviorally Informed Organization: An Agenda Chapter 1: The Science of Using Behavioral Science Dilip Soman Chapter 2: Embedding Behavioral Insights in Organizations Bing Feng, Melanie Kim, and Dilip Soman Chapter 3: Why Should Organizations Want To Be Behaviorally Informed Melaina Vinski Chapter 4: Gut Check: Why Organizations That Need To Be Behaviorally Informed Resist It Shannon O’Malley and Kelly Peters PART 2: Overarching Insights and Tools Chapter 5: Seeing Sludge Daniel Cowen, Niketana Kannan, and Dilip Soman Chapter 6: A Guide to Guidelines Sophie Duncan, Melanie Kim, and Dilip Soman Chapter 7: Boundedly Rational Complex Consumer Continuum Derek Ireland Chapter 8: A Scarcity of Attention Matthew Hilchey and J. Eric T. Taylor PART 3: Examples of Behavioral Initiatives from Business and Policy Chapter 9: Workplace Habits and How to Change Them Kyle Murray and Shirley Chen Chapter 10: Humanizing Financial Services with Behavioral Science Jane Howe, Alex Henderson, Jennifer Nachshen, and Sarah Reid Chapter 11: Choice Architecture in Programs And Policy Elizabeth Hardy, Lauryn Conway, and Haris Khan Chapter 12: Helping Low Income Canadians to File Taxes and Access Benefits Jennifer Robson Chapter 13: Online Privacy Melanie Kim, Kim Ly, and Dilip Soman Chapter 14: Behavioral Science for International Development Abigail Dalton, Varun Gauri, and Renos Vakis PART 4: Making It Work Chapter 15: Building Partnerships for Behavioral Science Initatives in the Public Sector Mathieu Audet, Emilie Eve Gravel, Rebecca Friesdorf, and Hasti Rahbar Chapter 16: Behavioral Science In Policy And Government: A Roadmap Catherine Yeung and Sharon Tham

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Book SynopsisFully revised, this second edition offers a proven strategy for using ambidexterity to build discontinuous growth for mature organizations, and the flexibility to adapt in fast-changing environments. Why do successful firms find it so difficult to adapt in the face of change – to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing the structures of industries from airlines and medicine to online retail and commercial real estate. Today, leaders in business have an obligation not only to investors but to their employees and communities. At the core of this challenge is helping their organizations to survive in the face of change. The original edition summarized the lessons that the authors as researchers and consultants had learned over the previous two decades. Since then, they have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past five years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from firms such as Microsoft, General Motors, and Amazon, O'Reilly and Tushman illustrate how leaders can align their organization's cultures to fit the needed strategy, and how ideation, incubation, and scaling approaches, when used altogether, can successfully develop new growth businesses.Trade Review"In an unprecedented way Lead and Disrupt unveils the secrets of ambidextrous leadership and the power of company culture as competitive advantage. A must-read for every leader aiming to build an enduring enterprise." —Erik Ceuppens, CEO, Marlink Group"This book will do for companies what the Lean Methodology did for startups—give its leaders the essential playbook for how to transform your organization to meet the future." —Steve Blank, author of The Four Steps to the Epiphany: Successful Strategies for Products that Win"Lead and Disrupt is a must-read for any legacy company or startup. Disruption is a constant, and companies must have a passion for growth in a volatile world. This book gives you a framework. The concepts around ideation, incubation and scaling are fresh and well documented. More importantly, I have seen them work in companies large and small." —Jeff Immelt, former Chairman and CEO, General Electric"The concepts and ideas in Lead and Disrupt provided valuable guidance for how we approached the transformation of AGC. It helped us understand how to implement ambidexterity and deal with the disruption our business is facing." —Takuya Shimamura, Former CEO and Chairman, AGC (Asahi Glass Company)"O'Reilly and Tushman address eloquently and practically the universal problem leadersof mature organizations face—of how to maximize an established business while simultaneouslyembracing disruptiveinnovation to buildthe future business. This book will be your wisdom-filled companion as you re-shape your business." —Alex Freudmann, Managing Director, Dan Murphy's, Melbourne, AustraliaTable of ContentsContents and Abstracts1Today's Innovation Puzzle chapter abstractIn the past few years we've seen a number of well-known firms fail or go bankrupt (e.g., Blockbuster, Kodak, Sears) and more failures are on the horizon. This book describes what it takes for leaders to succeed in the face of accelerating change. It describes how some leaders and their organizations have been able to compete successfully in mature technologies and markets and transform their organizations by exploring in new domains (e.g., Amazon, IBM) while others have been trapped by their own success. Although this perspective is based on a substantial body of empirical research, the material described here is highly applied and moves well beyond the typical exhortations offered in most books on leadership and change. 2Explore and Exploit chapter abstractThis chapter offers two simple frameworks (the congruence model and the success syndrome) that illustrate the power of organizational alignment in driving organizational performance. It also describes how the alignment needed for success in a mature business can make it difficult to succeed in the face of change and why successful organizations, faced with disruptive change, sometimes fail. We illustrate this dynamic with a story of organizational success (Amazon) and one of organizational failure (SAP). 3Achieving Balance with Innovation Streams chapter abstractWhy do successful organizations fail? This chapter uses rich descriptions of two old companies (Sears and the Ball Corporation) to show how some leaders are able to help their organizations evolve and adapt to disruptive innovation. We elaborate on the innovation streams framework introduced in Chapter 1 to show how different types of change can require leaders to manage different types of alignments. 4Culture as Competitive (Dis)Advantage chapter abstractOrganizational culture can be a competitive advantage or a disadvantage. The term culture is often identified by senior executives as a critical element in organizational success. But what is it and how can leaders change it? This chapter shows how culture can operate as a social control system in organizations that can be a critical element in helping or hindering strategy execution. We show how the cultures needed for exploitation are different in important ways from those needed for exploration—and how leaders can align their cultures to fit the needed strategy. Using firms such as Microsoft and General Motors as examples, we show how leaders can change their organization's culture and how ambidexterity requires leaders to manage multiple cultures within the same firm. 5Seven Innovation Stories chapter abstractUsing the frameworks developed in the first three chapters, here we provide a set of detailed examples for how ambidexterity can operate. We describe how the leaders of seven different organizations (e.g., a newspaper, a manufacturing company, a high-tech firm, etc.) were able to meet the challenge of disruptive change. On the basis of these insights we identify three essential elements necessary for leaders to design ambidextrous organizations. 6Getting It Right Versus Almost Right chapter abstractHere we expand on the insights from Chapter 5 and describe in detail a process that IBM uses to generate organic growth—the Emerging Business Opportunity (EBO) process—which enabled them to increase revenues by more than $15 billion during the period of 2000–2006. We also show how Cisco attempted and failed at a similar effort. 7The Three Disciplines of Organizational Ambidexterity: Ideation, Incubation, and Scaling chapter abstractFacing the threat of disruption, many large, established firms have embraced innovation as a way to develop new growth businesses. Approaches such as open innovation, design thinking, corporate venture capital, the lean start-up methodology, and the business model canvas have been enthusiastically embraced—with mixed success. This chapter shows that while each approach has its merits, successful innovation requires large firms to be ambidextrous—to compete in mature and new markets simultaneously. Ambidexterity can best be understood as consisting of three distinct disciplines: (1)ideationto generate potential new business ideas, (2)incubationto validate these ideas in the market, and (3)scalingto reallocate the assets and capabilities needed to grow the new business. We show how many popular innovation approaches solve for only one or two of these three disciplines, which can lead to failure to innovate. To be successful at developing new-growth businesses requires all three. 8What It Takes to Become Ambidextrous chapter abstractIn this chapter we identify four major elements associated with more versus less successful efforts at ambidexterity. These are practical guidelines that can be used to help managers think about how to apply these lessons in their own contexts. We focus here on the question of what needs to be done to design an ambidextrous organization. What are the elements that leaders need to consider when implementing ambidexterity? What are the cardinal sins to be avoided? 9Leaders (and Their Teams) as Linchpins chapter abstractWhereas the previous chapter focused on what needs to be done to implement an ambidextrous design, this chapter focuses on how leaders can do this. We provide examples of two leadership failures and three successes and, drawing on previous examples, conclude by suggesting five leadership principles that undergird the successful implementation of ambidexterity. 10Leading Change and Strategic Renewal chapter abstractIn this chapter we first provide some guidelines for managers to consider in determining whether ambidexterity is needed for organizational renewal. We then describe how the leaders of two organizations (IBM and Haier) successfully led organizational change and renewal that transformed their companies. Based on these, we conclude with six suggestions for leaders to consider when leading organizational renewal.

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Book SynopsisIn a quickly growing and evolving society, organizations at all levels face ongoing challenges and complexities that require specific leadership skills. Contemporary Leadership in Sport Organizations, Second Edition With HKPropel Access, brings together research on leadership—both within and outside of sport settings—to provide comprehensive knowledge of skills and practices relevant to the sport industry. With sport-specific examples, students will learn an effective approach to leadership thought, strategy, and action to apply in recreational, interscholastic, intercollegiate, and professional sport organizations as well as the rapidly growing esports industry. Students will first learn the historical and foundational concepts of leadership, defining what effective leadership is and the primary outcomes of good leadership. Contemporary thought and leadership approaches for present-day challenges are then presented, bringing concepts to life within the unique contexts of sport organizations of all levels and types. Modern leadership concepts that are explored include emotional intelligence and its role in developing authentic leadership, data-informed decision making and problem solving, behaviors and actions that are most effective in crisis situations, and the leadership-as-practice movement. Updates in this edition include the following: Expanded content on leadership for achieving diversity, equity, and inclusion in sport organizations, including new content on LGBTQ+ research in sport Content on global leadership in sport, including the emergence of esports and sport as a tool for social change Discussion of ethical decision making and the challenges and responsibilities for leaders in the development of the values and culture of an organization New student learning activities, delivered through HKPropel, are designed to engage students in a learning experience that turns the principles learned into practical leadership skills. Case studies (some of which include video examples) expand on chapter content and present real-world examples of sport leadership across a broad range of roles. These contain open-ended discussion questions that encourage students to think critically about the cases and about their own future careers. Activities encourage students to put research into practice, while interactive branching scenarios immerse students in the decision-making process, applying strategies presented in the book to navigate through each simulation to discover the most optimal outcome. Modern sport organizations at all levels are evolving into increasingly complex and diverse entities that require adaptable and effective leaders. Contemporary Leadership in Sport Organizations provides the theoretical knowledge and practical skills to inspire students to become successful leaders in the sport industry. Note: A code for accessing HKPropel is included with this ebook.Table of ContentsChapter 1. A Leadership Primer Defining Contemporary Leadership Settings for Leadership in Sport Organizations Management and Leadership: Mutually Exclusive or Integrated? Levels of Analysis in Leadership Additional Frameworks for Understanding Leadership Historical Leadership Theory and Research Research in Sport Leadership: Past, Present, Future 21st-Century Leadership Thought SummaryChapter 2. Results, Relationships, and Responsibility Results Relationships Responsibility SummaryChapter 3. Emotional Intelligence and Leadership Defining EI Why Is EI Important for Sport Leaders? Research and EI Applying EI in Organizational Leadership Development and Training for Improving EI SummaryChapter 4. Building a Culture of Success Leadership and Organizational Culture: The Foundation Research in Sport Organizational Culture Building a Culture of Success in Sport Organizations SummaryChapter 5. Vision and Strategic Leadership Leadership and Vision in Sport Organizations Strategic Leadership SummaryChapter 6. Complexity and Problem Solving Changing Environment for Leadership Sources of Complex Problems in Sport Organizations Competencies and Skills for Creative Problem Solving Approaches to Problem Solving SummaryChapter 7. Change, Turnaround, and Crisis Leadership Change Leadership Turnaround Leadership Crisis Leadership SummaryChapter 8. Diversity, Equity, and Inclusion Leadership Defining Diversity, Equity, and Inclusion Perspectives on Gender, Culture, and Nationality Surface-Level Versus Deep-Level Diversity Diversity Representation and Embracing Diversity Diversity Representation in Sport Organizational Leadership and Diversity, Equity, and Inclusion Women in Sport LGBTQ+ Individuals With Disabilities Leadership Competencies SummaryChapter 9. Globalization and Leadership Terminology and Forms of Globalization Globalization and Leadership Globalization in a Sport Context Global Esports SummaryChapter 10. Leadership Learning and Development Perspectives on Leadership Development How Do We Learn to Lead? Leadership Learning Applied Sport Organizations as Learning Organizations Planning and Implementing Leadership Development Summary

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Book SynopsisManagement experts Frank Dobbin and Alexandra Kalev sift through decades of data to show why workplace diversity training fails and what works. Arguing that it’s time to focus on changing systems rather than individuals, the authors make data-driven recommendations for diversifying management and creating workplaces where everyone can thrive.Trade ReviewToo many companies don’t know how to walk the walk of diversity, equity, and inclusion. Getting to Diversity shows them how. It relies on hard data and real-life examples about what works and what doesn’t, laying out a case for making real change in a thorough, well-written, no-fluff account. Figures showing effects of diversity programs are absolutely riveting. Bravo. -- Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola CompanyFrank Dobbin and Alexandra Kalev upended the conventional wisdom of diversity and inclusion practitioners with their seminal article ‘Why Diversity Programs Fail.’ Now they’re back with a data-driven book about one of corporate America’s most pressing contemporary issues, offering up required reading that is certain to shift the paradigm once again. -- Ben-Saba Hasan, Global Chief Culture, Diversity, Equity & Inclusion Officer, Walmart Inc.Most companies say they want to advance diversity and equity, but they resort to using the same old unsuccessful strategies. In many cases, this is undoubtedly because leaders are uncertain about which approaches really work. Fortunately, Dobbin and Kalev have written an accessible, engaging book that documents which initiatives actually help organizations better reflect the diverse society in which we live—so if you don’t know, now you know! This is the book all leaders need to read to achieve results. -- Adia Wingfield, author of Flatlining: Race, Work, and Health Care in the New EconomyGetting to Diversity makes good on the promise of its title. Years of research by Dobbin and Kalev have yielded concrete answers to questions about what is needed to achieve diverse, equitable, and inclusive workforces. Among the critical solutions they offer are ways to end sexual harassment and to democratize leadership opportunities—both keys to systemic, lasting, positive reform. At last a book that shows leaders how they can realize change. -- Anita Hill, University Professor, Brandeis University, and author of Believing: Our Thirty-Year Journey to End Gender ViolenceGetting to Diversity is a compelling, evidence-based book grounded in well-crafted multi-organizational research and the reality of people’s experiences at work. This book has the potential to change CEO mindsets, human resource practices, manager behavior, and employee well-being—if only enough people grab it and heed its powerful messages. -- Rosabeth Moss Kanter, author of Think Outside the BuildingThese influential sociologists have spent their careers studying why diversity initiatives fail and what it takes to fix them. Their data-driven book doesn’t just spotlight the problems—it’s packed with solutions. -- Adam Grant * Adam Grant Thinks Again newsletter *This book is essential reading for anyone who wants to learn which practices can actually improve managerial diversity in organizations. * Science *A book that is tailored for anyone who is craving actionable, evidence-based advice about how to create effective programs. -- Elizabeth Weingarten * Behavioral Scientist *Drawing on more than 30 years of data from 800 companies as well as in-depth interviews with managers, two leading management experts set out to explain why, despite increasing diversity in American society, change in makeup of the management rank has stalled, and how to do things better. * Human Givens Journal *The great strength of the book is its consequentialist orientation: diversity programs are evaluated solely on the basis of their impact on gender and racial inequalities in organizations, looking away from intentions and discourses…Rich and stimulating. -- Laure Bereni * La Vie des Idées *

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Book SynopsisDerek Rollinson is a former Principal Lecturer at the Huddersfield University Business School.Table of ContentsSection 1: Introductory Concepts Chapter 1: An Introduction to the Study of Organisations Chapter 2: The Contexts of Contemporary Organisations Section 2: Individual Characteristics Chapter 3: Personality, Intelligence and Aptitude Chapter 4: Perception Chapter 5: Attitudes and Emotions Integration 1: Integrating Individual Characteristics Integrative Case Study No. 1 Section 3: The Intrapersonal Level (Individual Process

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Book SynopsisKinicki, Organizational Behavior 3e develops students'' problem-solving skills through a unique, consistent, integrated 3-step Problem-Solving Approach that lets them immediately put research-based knowledge into practice in their personal and professional lives. Organizational Behavior 3e explicitly addresses OB implications for students'' core career readiness skills, showing how OB provides them with the higher-level soft skills employers seek, such as problem solving, critical thinking, leadership and decision making. The understanding and application of OB theories and concepts provides tremendous value to students'' lives today and throughout their careers. Table of ContentsPART ONE: INDIVIDUAL BEHAVIOR 1. Making OB Work for Me2. Values and Attitudes3. Individual Differences and Emotions 4. Social Perception and Managing Diversity5. Foundations of Employee Motivation 6. Performance Management7. Positive Organizational BehaviorPART TWO: GROUPS8. Groups and Teams9. Communication in the Digital Age10. Managing Conflict and Negotiation11. Decision Making and Creativity12. Power, Influence, and Politics 13. Leadership EffectivenessPART THREE: ORGANIZATIONAL PROCESSES14. Organizational Culture, Socialization, and Mentoring15. Organizational Design, Effectiveness, and Innovation16. Managing Change and Stress

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Book SynopsisWe all know how important creativity is at work. New ideas, freshsolutions, and innovative approaches are always talked about, butrarely ever practiced. ?Whatif!, Second Edition gives you the power, insight, and courageto capture the essence of creativity at work. This one-of-a-kindbook breaks creativity into six practical behaviors and shows youhow all of us--not just the wacky genuis--is packed with creativepotential. This fully updated and expanded edition explores areas that thefirst edition did not, filled with new insights, stories, and casesit will help you find or recapture your creativity with provenexercises that will help unlock the creative potential in anyone.Trade Review"...I found the book easy to read and understand, full of commonsense and curiously compelling..." (City to Cities,August/September 2002) "...it's one of those rare books that could make a radicaldifference to the way you work and see the world, whilst being agenuine source of pleasure to read..." (Research Magazine,September 2002)Table of ContentsWelcome to the Revolution Freshness Greenhousing Realness Momentum Signalling Courage

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Book SynopsisEntrepreneurship expert Julia Austin shares battle-tested strategies to help founders and startup joiners build their venture from the ground up in this “masterclass in intentional entrepreneurship” (Jerry Colonna, author of Reboot) So you want to start a company. Or you were crazy enough to join a startup. You had a great idea, you built a prototype, and maybe you even raised some money. Now what? Julia Austin is here to answer that big question. She has both experienced and observed that the differentiator between the startups that succeed and those that fail is operational excellence. A lot of entrepreneurs are great at the idea part but do not anticipate the details required to actually run and scale a new venture. Drawing on Austin’s extensive experience at renowned startups like Akamai, VMware, and DigitalOcean and the hundreds of founders and startups she has educated, coached, and advised, After the Idea is full of time-tested strategies to help founders, investors, and employees navigate the operational challenges of startup ventures, including customer development, scalability, process optimization, team management, and more. This accessible set of techniques is for anyone determined to turn a great idea into a solid success.     

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Book SynopsisTrade Review“If you want your business or team to perform better, read this book. With compelling evidence, examples, and writing, Scott Page makes the business case for drawing out diverse perspectives, and shows you exactly how to do it. A clear road map for every team and leader.”—Laszlo Bock, former SVP of People Operations at Google and author of Work Rules!“Leaders often say that the greatest obstacle to diversifying their organizations is their commitment to `excellence’ and `meritocracy.’ Scott Page’s important book blows that myth out of the water, powerfully demonstrating that diverse teams are better: more creative, productive, and profitable. After this, there is no excuse for making excuses.”—Naomi Oreskes, coauthor of Merchants of Doubt “A powerful way to appreciate the problem with homogeneity.”—Tim Harford, Financial Times

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Book SynopsisAccomplished leadership consultant Nick Chatrath offers a revolutionary framework for how leaders in all kinds of organizations can adapt to the new age of technology, like ChatGPT—the Age of AI— by leaning into the qualities and skills that make us uniquely human. For readers of Yuval Noah Harari’s 21 Lessons for the 21st Century and Max Tegmark’s Life 3.0, The Threshold is a bold new way to think about human, emotionally intelligent leadership right now as we stand at the threshold of AI superintelligence.We are living in a new age: the Age of AI. With developments emerging every day, Artificial Intelligence will soon surpass most human competencies, and as a result drastically transform technology’s role in our day-to-day world. The solution for organizational leaders is not to become more like computers. In order for our organizations to survive as we stand at the threshold of a new era, we must tap into the qualities that make us uniquely human. In the face of increasingly intelligent technology, old models of leadership are becoming obsolete. In The Threshold: Leading in the Age of AI, accomplished leadership consultant Nick Chatrath interweaves an analysis of antiquated leadership models—the ones that leave AI-Era organizations exposed and ineffective with colleagues frustrated, unmotivated, and burnt-out—with his newly developed strategies for more effective “threshold” leadership methods. Supported with anecdotes, research, and a practical toolkit, The Threshold demonstrates that adaptive, effective organizations can be built with human, emotional intelligence: cultivating stillness, nurturing independent thinking, finding rhythms of rest and performance, and raising leadership consciousness. With a basis in the ideas and practices that have shaped our organizations in the past, The Threshold illuminates how accessing advanced stages of human development can be both competitive and harmonious with AI’s growing insinuation into our working world.Trade Review“We need this book. Urgently.... If you care about not just the future of your organization, but the future of humanity, you will love this book.”—Nancy Kline, bestselling author of Time to Think: Listening to Ignite the Human Mind “A candid and courageous book that addresses one of the most urgent challenges of our times.”—Surya Ramkumar, former Microsoft spokesperson for AI in the Netherlands “Filled with thought-provoking and pragmatic ideas about how AI will change society, companies, and individuals, and how leaders can prepare themselves and those around them to navigate the torrent.”—Jamie Cattell, Global Managing Partner, IBM Strategy Consulting “Paradoxically, in the age of accelerating AI and quasi-sentient machines, we must hark back to our shared humanity and embrace our uniquely human qualities. Embracing these elements can be uncomfortable, but each and every one of us must tread that path. The Threshold is a timely call to action and a wise mentor along the way."—Nicolai Chen Nielsen, bestselling author of Leadership at Scale, Return on Ambition, and From Malthus to Mars “The Threshold has grounded me with a reliable set of AI leadership resources, and allowed me to form my own hopeful view of the AI future. Chatrath is a high-intellect, high-integrity leader who is inspiring the next generation. He has provided a sophisticated, timely manual which ought to be read widely.”—Christopher North, CEO at North Parade, former Head of Asset Management at Credit Suisse Energy “With liberal use of personal stories that humanize the narrative, and advice sourced from his own rich experience working in the worlds of AI and leadership coaching, this book is both helpful and readable. As ‘a first foray into exploring what good leadership looks like in the present and coming ages of AI,’ this is a useful guide to have by your side as you venture into this brave new world.”—Matthew Evans, Adviser to the Vice Chancellor of United Arab Emirates University, former Dean of Science of the University of Hong Kong “This book needs to be read not only by our generation, but by everyone in our children’s generation too."—Mihir Warty, Director of Strategy, World Rugby“Leadership in an Age of AI is a critical area, not just for futurists or hobbyists. All sectors and geographies are now establishing AI technologies and related business practices and policies, in ways that will set a trajectory. This book is profound and practical, tackling a critical problem faced by leaders: how to stay relevant as AI gets better. This problem needs soul-searching and action from leaders across domains. I commend Nick Chatrath, a professional who has led and coached leaders at the highest levels. The world needs this book to help ensure the evolution of AI is a positive one and avoid the potential calamities that others warn of as this powerful technology continues its rapid emergence."—Andrew Luers, Partner at ProviderTrust, CEO and Cofounder at Habitat Energy “You are going to have to learn to live with and benefit from AI. This book will help you do just that. It is insightful, cogent, and learned all at once.”—Dr. Theodore Malloch, CEO, the Roosevelt Group “From how we maintain motivation and culture, even as aspects of work become automated, to how we create value in an increasingly cyborg world, Nick highlights the more solid ground that can help us step from where we are today over to the other side.Above all, Nick reminds us that we are spiritual beings, and that this side of us, which we have allowed to atrophy in decades past, now needs to be center stage. Ultimately it is here where we will come into our own, collaborating with AI and one another to forge purpose, fix broken legacies, and envision a more holistic, redemptive way ahead for our organizations, families, and societies . . . and Nick shows the way magnificently."—Lord Wei of Shoreditch, Senior Adviser, Agnus Consulting

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Book SynopsisProfessor Julie Hodges is a leading international expert on change in organizations and is currently a Professor of Organizational Change at Durham University Business School, UK. Prior to this, she worked as a business consultant for over 20 years in several profit and non-profit organizations including PwC, Vertex and the UK British Council. She is the author of several books including Managing and Leading People through Organizational Change and Consultancy, Organizational Development and Change, both published by Kogan Page.Trade Review"The book focuses on how to achieve engagement and active participation of stakeholders with the organizational change. It introduces a cyclical business transformation framework and its associated principles, which I find particularly appealing as they offer practical guidance on how to establish a change management approach that prioritizes people over processes. Readers will also find the many case studies as a great source of insight that provide valuable lessons learned directly from the field. In essence, this book is an essential read for anyone seeking to navigate the complexities of effecting successful, people-first change in our post-pandemic, fast-paced and hybrid world." * Peter Scheytt, Transformation Manager at Cognizant Netcentric, Munich, Germany *"People-centric Organizational Change emerges as a beacon of accessible guidance for leaders navigating the post-pandemic and economic crisis era. Bringing us up to date with the impact of generative AI and geopolitical turmoil, the book not only acknowledges the external pressures we face but seamlessly integrates them into its framework, offering a comprehensive guide to managing change amidst adversity. With thought-provoking case-studies, chapter questions and prompts for turning strategy into action, this is not merely a book; it is a manifesto for a new era of leadership-one that recognizes the value of a people-centric approach in achieving lasting transformation." * Jaimie Brown, Senior Director Change Management, Medical Affairs EMEA M&D Communications & Change Management, Astellas, UK *"With a clear structure spanning from theory to practice, People-centric Organizational Change guides readers through the complex challenges of involving people in transformation processes and preparing them for uncertainties. The selected case studies are like windows into reality, illustrating how theoretical approaches can be brought to life practically. For executives, change managers and all those working at the intersection of human dynamics and corporate development, as well as for those who not only lead changes but also shape them with meaning and sensitivity, it deserves a permanent place on the bookshelf." * Daniel Auwermann, TRAFO founder, Berlin, Germany *"Professor Julie Hodges presents the inescapable truth that people are at the core of business transformation. As a piece of work it is captivating, inspiring and just about perfect in the way it is done." * Kathy Gilbert, Executive Management Consultant, Australia *"In an environment where we strive to have our leaders ready for future skills, especially in the technology world, this book provides us with an answer - a people-centric approach. This book makes me a believer that equipping teams to cope, limiting pressure and using dialogue is at the heart of not only successfully leading transformations but also sustaining and improving operations. Any current or aspiring leader will benefit from reading this book. It will equip any leader with the ability to navigate the ambiguity and uncertainty that team members may feel during transformations." * Inga Grigaliunaite, Global Talent Development and Leadership Programs Lead, Dell Technologies Ireland *"In a landscape where outdated approaches struggle to address the complexity of change management amidst dynamic and chaotic situations, this book emerges as guidance. It recognizes that transformation is not a single linear event but a confluence of simultaneous initiatives, necessitating a focus on agility and adaptability. Dive into this compelling read to discover the essence of people-centric change management and equip yourself with the tools to navigate the intricate web of contemporary business transformation successfully." * Henry Harianto, Group Chief Information Officer, Meratus group, Indonesia *"This is a thought-provoking and well-rounded book on organisational change with people at the core! It brings to life some of the key challenges that we face on a daily basis, and as Head of Change, the principles provided reinforce many of the best practices that I follow but take these to another level by giving insightful case studies and examples." * Nic Purvis, Head of Change Management, Sage, UK *Table of Contents Chapter - 01: Rationale for People-Centric Change; Chapter - 02: Why Engaging People in Business Change is Crucial; Chapter - 03: Engaging Stakeholders; Chapter - 04: Engaging Opposing Voices; Chapter - 05: Communication of Change; Chapter - 06: Change as an opportunity, not a threat; Chapter - 07: The role of Managers in Change; Chapter - 08: Wellbeing during Change; Chapter - 09: Equality, Diversity and Inclusion and Change; Chapter - 10: Fostering Collaboration; Chapter - 11: How to build a people-centric change strategy; Chapter - 12: Glossary and Further Reading

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Book SynopsisTo create deep change, you have to disturb people, or at least risk doing so. Shaking people out of their comfort zones not only generates the possibility of change but also elicits new information and brings out hidden resources that people need to navigate unfamiliar waters. Nevertheless, provoking without antagonizing or shutting people down and tolerating their pushback are complex challenges, requiring skill and will.This is the first comprehensive provocation roadmap: why provocation is necessary for effectively leading change, the different forms of provocation, action tools and frameworks, and case studies illustrating how change is achieved through the sustained and careful use of provocation and disturbance, with strategies and tactics for minimizing the risks involved. We illustrate, for example, how two Australian farmers challenged centuries-old farming practice to regenerate their properties and how a large American bank used the death of a revered CTrade Review"In an age of ‘strong man’ politics and increased totalitarianism, being superficially provocative is sometimes mistaken for leadership. But this book reveals that using provocation in real leadership requires intelligence, cunning and, perhaps, most importantly, the ability to think outside the square, in persuading people that change that is uncomfortable for them is a good idea. This book gives a roadmap to using provocation as a tool of both leadership and change: recognizing its boundaries, its risks, and the instruments at hand."Laura Tingle, Chief Political Correspondent for the ABC’s 7.30 Report and author of Follow the Leader: Democracy and the Rise of the Strongman"I had the privilege of seeing Michael and Maxime in action when I was their client. Through their wisdom, care, and yes – provocation – I grew as a person and leader, as have so many others. In their book, Provocation as Leadership, they are sharing the secrets of their delicate and powerful art. Drawing from a wide range of disciplines and using rich case studies as illustration, Provocation as Leadership is a deep exploration of both the anatomy of provocation and requisite conditions for it to create change. The book is full of useful tools and frameworks to enable leaders and consultants to assess how, when, and in what form provocation can lead to change that may have otherwise felt unattainable."Karen May, Former Vice President of People Development, Google"Exercising leadership is always risky because it involves taking people out of their comfort zone. Maxime Fern and Michael Johnstone remind us in this splendid book that leading means provoking, and that it is necessary to be brave to do so. They provide valuable and well thought out tools – supported by many examples from which to be inspired – to know how to provoke effectively and not to be damaged in the attempt."Juan Carlos Eichholz, Professor, Universidad Adolfo Ibanez, Chile, and author of Adaptive Capacity"Maxime Fern and Michael Johnstone have delivered a practitioner’s dream: a comprehensive field guide to purposeful provocation. Using detailed case studies and relatable stories from their decades of teaching and training, they animate the theory, provide tools to tackle the practice, and offer an honest assessment of the risks and rewards of this approach. While we know our world’s most wicked challenges lack easy answers, this book will surely sharpen the mind, steady the hands, and embolden the heart of any intrepid changemaker who seeks to tackle them."Laura Berlind, Executive Director, Adaptive Leadership Network, Washington DC"This is a timely written book given the lack of leadership in the world today. Maxime and Michael present powerful principles and concepts that address the realities of helping groups, institutions, and complex systems make progress on their toughest challenges. The art of provocation is a vital leadership skill to get attention and stir people to action."Dean Williams, President, Thinking Heads Global and author of Real Leadership"People experience provocation all the time, especially lately. Rapid technology advances, a global pandemic, evolving understandings about inclusion, high geopolitical tensions, all have many feelings provoked. Provocation as Leadership claims "provocation" as a tool for the greater good and gives examples of how the conscious use of effective provocation can unlock successful change efforts in our families, organizations, and communities. We don’t need less provocation in our world. We need better provocation. This book guides the way."Ed O’Malley, President and CEO of the Kansas Leadership CenterTable of ContentsIntroduction PART 1: What is provocation and why is it necessary? 1. What is provocation? PART 2: Provocative capabilities and skills 2. Observation, interpretation, and questioning - foundation skills for provocation 3. Provocative capabilities 4. Developing a provocative mindset PART 3: Types of provocation 5. Paradox, contradiction, and ambiguity as provocation 6. Stories as provocation 7. Unique forms of provocation PART 4: Application - practicing provocation 8. Paradigm change - breaking with tradition in agriculture 9. Survival - Kibbutz Yizrael and the evolution of an ideology 10. Smashing it to bits - risky tactics to change first nations’ education 11. Living with contradictions - M&T Bank and the transformation battle 12. Confounding expectations - how a public sector business behaved like a start-up 13. Orchestrating conflict: Large-scale reform 14. Putting your head above the parapet - taking risks and speaking out 15. Testing your values - life transitions as personal provocation PART 5: Risks and lessons of provocation 16. Risks of provocation 17. Cultivating provocation - helping people live with disturbance 18. Lessons in the use of provocation 19. Epilogue - the albatross and the conductor

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Book SynopsisAn essential guide for managers and leaders on building resilient teams in turbulent times. As a result of global economic changes, new technologies, and increased competition, business environments are becoming increasingly turbulent and unpredictable, requiring new forms of resilient work teams. Due in part to the increasing complexity of business environments, more and more organizations worldwide are using teams of employees to respond to adversity. Whether it be new product development teams; business crisis response teams in companies; front line response teams such as fire, emergency medical technicians, or emergency room teams; research and development teams; or pharmaceutical development teams, employees can no longer rely on their own knowledge, skills, and abilities to get their work done. Rather, employees have to work collaboratively with one another and combine their expertise to achieve the synergy and breakthrough thinking that is necessary to be successful at completing complex tasks in today's dynamic environments. Today more than ever before, work teams must demonstrate resilience. In the face of volatile, complex, and ambiguous business environments, all teams inevitably suffer setbacks. Bradley L. Kirkman and Adam C. Stoverink provide in their new book the hands-on practical tips for building and leading resilient teams equipped to bounce back from those challenges. They highlight four team resources that are essential to any resilient team, including: team confidence, teamwork roadmaps, capacity to improvise, and psychological safety. These four resources are brought to life through compelling stories of teams that performed well in the face of adversity—and a few that didn't. They also provide leaders with step-by-step guidance for how to grow these resources in their own teams, whether they're in-person, remote, or hybrid. This book delivers all the tools necessary to build and lead resilient teams that are virtually unbreakable.Trade Review"Team leadership books are everywhere, with approaches that range from entertaining, anecdote-based "stories" to dense (and often dry) lessons from academics. Kirkman and Stoverink broke the mold on this one, striking an ideal balance of using evidence-based approaches and lively stories to make their points about how to best build and lead resilient teams. Though easy to read and accessible, the Unbreakable framework will change how you think about leading resilient teams."—Andrea Albright, Executive Vice President, Global Sourcing, Walmart"Why do some teams rise to the challenge when adversity strikes and demonstrate resilience while other teams are brittle and crack under the pressure? In Unbreakable, Kirkman and Stoverink separate the myths from the reality about resilient teams with many vivid examples and stories. They also provide hands-on tools to make sure teams have the four resources they need – team confidence, teamwork roadmaps, team capacity to improvise, and team psychological safety – to demonstrate extreme resilience even in the face of major adversity."—Deborah Ancona, Seley Distinguished Professor of Management, MIT Sloan School of Management"Team members are the heart and soul of any organization today, and the global pandemic highlighted the need for resiliency among every team. Unbreakable provides information that leaders can operationalize effectively with their teams to help them face any challenge or adversity presented to them in the complex world of business. I spent 20 years in the military and several years in the corporate space; this book is an invaluable resource that acts as an operator's manual on leading and equipping others to face adversity."—Matt Bumgarner, Strategic HR Partner, Tyson Foods"If we've learned anything during the global pandemic, it is the importance of people and the teams in which they work to be resilient in the face of adversity. Using a blend of an evidence-based approach with lots of practical examples, Unbreakable provides today's leaders with the step-by-step actions they need to take to make sure their teams can collectively withstand any adversity that comes their way."—Daniel Cable, Professor of Organizational Behavior, London Business School, author of Alive at Work and Exceptional"Today's teams are working more remotely than ever before, making it more challenging for them to build the kind of resilience they need to innovate and thrive in the face of rampant volatility. Kirkman and Stoverink provide much-needed guidance for building resilience in teams whose members rarely interact in traditional face-to-face ways. Unbreakable provides an essential, research-informed guide for leaders who are responsible for motivating complex work teams."—Jennifer A. Chatman, Paul J. Cortese Distinguished Professor of Management, University of California, Berkeley

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Book SynopsisIn this classic text, Masahiko Aoki explores how the 2008-9 financial crisis demanded a re-examination of the role of corporations and the working of financial markets around the world, providing a compelling new analysis of the corporate firm; the role of shareholders, managers and workers; and institutional governance structures.In recent decades the firm has predominantly been seen as an organization run and governed in the interests of shareholders, where management act as the agent of shareholders, and the workers simply as instruments for share-value maximization. This book reverses this viewpoint. It sees corporations as associational cognitive systems where ''cognitive actions'' are distributed amongst managers and workers, with shareholders supplying ''cognitive tools'' and monitoring their use in the systems. Aoki analyses the different relationships that can exist between shareholders, managers, and workers from this perspective, and identifies a range of different models of organizational architecture and associated governance structures. He also discusses ways in which corporations act as players in social, political, and organizational games, as well as global economic games; how these inter-related social dynamics may change particular distinctive national structures into the diversity incorporated in the global corporate landscape; and how they now call for new roles for financial markets.Trade ReviewAn intriguing read. * Ethical Corporation Magazine *Masahiko Aoki uses the social mathematics of game theory to reveal the deep structure of corporate governance systems, in the process explaining the persistence of diversity under conditions of globalization. His profound and highly original analysis speaks directly to the issue of corporate governance reform in the aftermath of the financial crisis of 2008-9. * Simon Deakin, Professor of Law, University of Cambridge *The recent wave of fraud, corruption, and fiscal irresponsibility at the highest corporate levels dramatizes the need for a model of the modern corporation that is at the same time deeply economic in the recognition of the centrality of incentives, and deeply sociological in the recognition of the centrality of social norms and a culture of corporate morality. Professor Aoki has combined his magisterial knowledge of business organization with a foundational study of the role of culture in epistemic game theory to produce, for the first time, a truly transdisciplinary model of the corporation. * Herbert Gintis, Santa Fe Institute *This is a path breaking book that provides a rigorous analysis of the cognitive underpinnings of corporations. It gives fundamental insights into the diversity of organizational forms that exist and the association of these with the historical, political, social, and technological contexts within which they operate. As with so much of Professor Aoki's work, it will radically alter the way in which we view the corporation. * Colin Mayer, Peter Moores Dean, Saïd Business School, University of Oxford *A pioneering contribution which formalizes in game theoretic language complex institutional structure and environment of the corporation both at a moment of time and over time. * Douglass C. North, Nobel Laureate in Economics 1993, Spencer T. Olin Professor in Arts and Sciences, Washington University in St. Louis *Table of Contents1: Introduction: What Do Corporations Do? 2: Frames of Corporate Cognition and Governance 3: Societal Games that Corporations Play 4: How do Institutions Evolve? 5: The Evolving Diversity of the Corporate Landscape: "Convergence to Diversity"?

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Book SynopsisThis Handbook gives a comprehensive overview of conflict resolution. Leading scholars in the field examine a range of innovative alternative dispute resolution (ADR) practices, drawing on international research and scholarship and covering both case studies of major exemplars and developments in countries in different parts of the global economy.Table of ContentsPART 1: THE CHANGING CONTEXT OF CONFLICT MANAGEMENT; PART 2 APPROACHES TO CONFLICT MANAGEMENT; PART 3 EXEMPLARS AND INNOVATORS; PART 4 INTERNATIONAL DEVELOPMENTS

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Book SynopsisThe business environment is a fundamental subject in any Business Studies degree course. This new, student-friendly book divides the subject into the internal and external environment and, where relevant, discusses the interface between the two. It is written with the outward-looking student in mind and, as a result, encourages readers to reflect on what they have read and to consolidate their learning through regular self-testing exercises and discussion points. The text contains highly relevant and ''household name'' case studies, ensuring that it is a highly topical and engaging book. Where organisational styles differ, the authors put forward the pros and cons of different points of view, ensuring that students have the information necessary to make up their own minds and develop management strategies of their own.Table of ContentsIntroduction The rise of management Strategy, mission and stakeholders Structure, size and growth Communication across the functions Leadership and motivation Organisational culture and change The external micro-environment The macro-environment: political influences The macro-environment: economic influences The macro-environment: socio-cultural influences The macro-environment: technological influences The macro-environment: legal influences The macro-environment: environmental influences The macro-environment: demographic influences

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Book SynopsisLearning in Organizations: An Evidence-Based Approach examines the variety of systematic approaches and strategies for learning and development used in the workplace through the implementation of formal training, guided instruction, developmental job experiences, and self-directed learning. The hallmark of Learning in Organizations is an emphasis on research evidence of what is and is not known about learning and learning strategies and the translation of that evidence to guide best practices in workplace learning and development. The book features evidence on learning principles, new learning technologies, and strategies for developing individual, team, and leadership capabilities. The content of the chapters is enhanced by the inclusion of key learning goals for each chapter, case studies, chapter summaries, best practice recommendations, and a hands-on project for use in the classroom.Learning in Organizations provides researchers with a detailed investigation of learning practices to help drive future research. For learning practitioners, research evidence is translated into best practices that can be applied to enhance workplace learning and development. For undergraduate and graduate students, the book provides an up-to-date review of the key concepts and ways of thinking about and studying learning in the workplace. Trade Review"Teaching training and employee development to MBA students is a challenge made even harder by the need for a concise text that balances science and practice, and formal training and informal learning. Now that Professor Ford has written this book, I’m looking forward to my next class." —Kenneth G. Brown, University of Iowa, USA "A great book about training has to focus first on learning. Learning in Organizations: An Evidence-Based Approach delivers from the first word. Kevin Ford blends research and application in a way that should inspire effective practice, research, and becoming a better learner." —Kurt Kraiger, University of Memphis, USA"An amazing book written by one of the world's leading authorities on learning and training in organizations...a must read for sure." —Steven Rogelberg, UNC Charlotte, USA"What a timely gem and gift to the field of learning in organizations! If you want to know about the science behind learning in organizations—this is THE book. If you want to know about evidence-based learning practices in organizations—this is THE book. A must-read (and must-have) resource for students, scholars and practitioners in the learning and talent development space. Bravo!" —Eduardo Salas, Rice University, USA"This book by Kevin Ford, a well-respected scholar, offers a systematic, evidence-based perspective on learning and training, along with practical, research-tested advice for promoting learning in organizations." —Scott Tannenbaum, President of The Group for Organizational Effectiveness, USA"Teaching training and employee development to MBA students is a challenge made even harder by the need for a concise text that balances science and practice, and formal training and informal learning. Now that Professor Ford has written this book, I’m looking forward to my next class." —Kenneth G. Brown, University of Iowa, USA "A great book about training has to focus first on learning. Learning in Organizations: An Evidence-Based Approach delivers from the first word. Kevin Ford blends research and application in a way that should inspire effective practice, research, and becoming a better learner." —Kurt Kraiger, University of Memphis, USA"An amazing book written by one of the world's leading authorities on learning and training in organizations...a must read for sure." —Steven Rogelberg, UNC Charlotte, USA"What a timely gem and gift to the field of learning in organizations! If you want to know about the science behind learning in organizations—this is THE book. If you want to know about evidence-based learning practices in organizations—this is THE book. A must-read (and must-have) resource for students, scholars and practitioners in the learning and talent development space. Bravo!" —Eduardo Salas, Rice University, USA"This book by Kevin Ford, a well-respected scholar, offers a systematic, evidence-based perspective on learning and training, along with practical, research-tested advice for promoting learning in organizations." —Scott Tannenbaum, President of The Group for Organizational Effectiveness, USATable of ContentsPart 1: Foundations 1. The Learning Enterprise 2. Learning about Learning Part 2: A Systematic Approach 3. Assessing Learning Needs 4. Designing a Learning Plan 5. Learning Transfer 6. Evaluation and Continuous Improvement 7. Instructional Approaches and Learning Technologies Part 3: Learning Strategies 8. Building Individual Capabilities 9. Team Learning and Development 10. Developing Leaders 11. Organizational and Societal Issues

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Book SynopsisThe second edition of Leadership offers a unique, highly-applied academic treatise on leadership, uniquely blending a chronological analysis of the last 100 years of leadership theory with exclusive CEO interviews. The case studies, expert insights and other teaching aids are timely and hard hitting, making this textbook relevant, insightful and informative, while a research chapter empowers the reader to competently question the leaders that shape our world. The world has turned on its political and corporate axis since the first edition of Leadership was published, and it became necessary to produce a second edition that fully encapsulated, respected and observed these changes. Numerous new case studies, discussion starters and examples subsequently reflect todayâs volatile technological, political, financial and social shifts, while exclusive interviews with successful CEOs powerfully blend theory with practice. Readers will learn the importance of navigating leadership in the most testing of times. A new chapter, âResearching leadershipâ, offers the reader the opportunity to develop significantly as a leadership researcher and to ably question reality in a post-truth world. A self-leadership chapter equips the reader to develop their own leadership capabilities, while retaining the ability to avoid destructive leadership. Ultimately, readers will become empowered to appreciate the complex, intersectional nature of leadership and to learn what it takes to lead in todayâs politically, technologically and socially tumultuous world.This book will be particularly engaging for students and educators at secondary school, college, undergraduate and postgraduate level, and for leadership/management consultants. While the book's primary role remains as a core text for leadership, management and business modules, it will also be of interest to students on many other courses (e.g. psychology, politics, sociology). Packed with teaching resources which educators will find particularly useful, Leadership is the only textbook of its kind to offer such an applied view of this subject via the inclusion of 12 (mostly CEO) expert insights. The first edition was an Amazon Hot New Release, so this second edition might also hold interest for a general readership.Table of Contents1. An Introduction to Leadership 2. Trait Theories 3. Skills Theories 4. Behavioural Theories 5. Situational Theories 6. Charismatic Leadership 7. Transformational Leadership 8. Emotional Intelligence 9. Authentic Leadership 10. Destructive Leadership 11. Self-leadership 12. Researching Leadership

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Book SynopsisThis book provides practising executives and academics with the theories and best practices to plan and implement the digital transformation successfully. Key benefits: an overview on how leading companies plan and implement digital transformation interviews with chief executive officers and chief digital officers of leading companies Bulgari, Deutsche Bahn, Henkel, Lanxess, L'Oréal, Unilever, Thales and others explore lessons learnt and roadmaps to successful implementation research and case studies on the digitalization of small and medium-sized companies cutting-edge academic research on business models, organizational capabilities and performance implications of the digital transformation tools and insights into how to overcome internal resistance, build digital capabilities, align the organization, develop the ecosystem and create customer value to implement digital strategies thatTrade ReviewDigital transformation is an extremely important business model change which should have the highest attention among top management. This book provides a very interesting mix between case studies and interviews on digital transformation in large and small firms and theory development on digital transformation. Peter Verhoef, Professor of Marketing, Dean Faculty of Economics and Business, University of Groningen An absolutely recommendable book on digital transformation due to the rich number of insights of real digital experts. Nils Stamm, Chief Digital Officer, Telekom Deutschland GmbH This book gives real insights what digital transformation really means for an enterprise. It’s not a one size fits all approach and clearly shows it takes real leadership to get things moving.Maarten Stramrood, Former Chief Digital Officer, Brenntag AG An absolutely recommendable book on digital transformation due to the rich number of insights of real digital experts. Nils Stamm, Chief Digital Officer, Telekom Deutschland GmbH Digital transformation is an extremely important business model change which should have the highest attention among top management. This book provides a very interesting mix between case studies and interviews on digital transformation in large and small firms and theory development on digital transformation. Peter Verhoef, Professor of Marketing, Dean Faculty of Economics and Business, University of Groningen This book gives real insights what digital transformation really means for an enterprise. It’s not a one size fits all approach and clearly shows it takes real leadership to get things moving.Maarten Stramrood, Former Chief Digital Officer, Brenntag AG Table of ContentsPart 1: INTRODUCTION 1.Digital Transformation - An Overview Part 2: DIGITAL TRANSFORMATION AND ORGANIZATIONAL CAPABILITIES 2.Understanding Digital Transformation: A Review and A Research Agenda 3.The Three Pillars of the Digital Transformation: Improving the Core, Building New Business Models, and Developing Digital Capabilities 4.Big Data and Analytics: Opportunities and Challenges for Firm Performance 5.Technology is Just an Enabler of Digital Transformation: An Interview with Gianfranco Chimirri, HR communication director of Unilever Italy Part 3: THE DIGITAL TRANSFORMATION AND BUSINESS MODEL INNOVATION 6.Digital Transformation and Business Models 7.From Disruptively Digital to Proudly Analog: A Holistic Typology of Digital Transformation Strategies 8.Digital Transformation, the Holy Grail and the Disruption of Business Models: Interview with Michael Nilles, Chief Digital and Information Officer, Henkel 9.How Artificial Intelligence and the Digital Transformation Change Business and Society: An Interview with Venture Capitalist Vinod Khosla 10.The Digital Company Culture: Interview with Luca Ferrari, CEO, Bending Spoons 11.Consulting for Digital Transformation: Interview with Giuseppe Folonari, European Head of Business Strategy, AKQA 12.L’Oréal Digital Consumer Operating System 13.Internal Start-ups as a Driving Force in the Digitalization of Traditional Businesses: Interview with Jörg Hellwig, Chief Digital Officer, Lanxess Part 4: DIGITAL TRANSFORMATION AND CUSTOMER VALUE CREATION 14.Digital Transformation and Consumer Behaviour: How the Analysis of Consumer Data Reshapes the Marketing Approach 15.Digital Transformation and the Salesforce: Personal Observations, Warnings, and Recommendations 16.Digital Transformation and The Role of Customer-Centric Innovation: Interview with the Chief Value Officer, Thales 17.Digital Transformation in Luxury Industry: Interview with Jean-Christophe Babin, CEO Bulgari 18.The Importance of Data in Transforming a Traditional Company to a Digital Thinking Company: Interview with Fabrizio Viacava, chief digital officer of Etro Part 5: THE DIGITAL TRANSFORMATION IN SMEs: CHALLENGES AND BEST PRACTICES 19.Digital Transformation of Manufacturing Firms: Opportunities and Challenges for SMEs 20.Digital Transformation and Financial Performance: Do Digital Specialists Unlock the Profit Potential of New Digital Business Models for SMEs? 21.Supporting Pervasive Digitization in Italian SMEs Through an Open Innovation Process CONCLUSION 22.Our Roadmap to Digital Transformation

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Book SynopsisConsultancy is a lucrative industry dependent on the production and use of tools and techniques which hold out the promise of success for the organisations it supports: transformation, or greater efficiency and effectiveness, perhaps even culture change. However, a critical and important question is whether these promises are fulfilled in everyday practice in organisations. Is it possible at all for consultants to predict and control the changes that their clients ask for? This volume reframes the role of consultants from detached observers wielding a stable body of knowledge useful in all contexts, to that of skilled participants in the conscious and unconscious processes of organisational life.In this book, one of three in a series looking at complexity and management, the expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organisational situations using practical judgement. The book includes a brief historical intrTrade Review"To the extent that consultancy involves immersing oneself in an alien (client) environment so as to elicit a feel for the culture and relational dynamics of that setting, it represents a derivative – albeit commercial – form of ethnography. What better method, then, to explore the practice of consultancy itself? Furthermore, and as the editors of this volume rightly observe, the complexity and uncertainty of everyday consultancy life belies the orderliness and linearity of consultancy technique prescribed in mainstream management literature. The (auto)ethnographic methods advanced collectively by the contributors of this book takes aim at this tension. This volume makes for a read that is genuinely insightful, rewarding, and pedagogically rich."Dr. Tom Vine, Associate Professor, University of Suffolk, and editor, Ethnographic Research and Analysis: Anxiety, Identity and Self"This timely book is for reflective managers as well as consultants who are unconvinced or disillusioned by conventional wisdom. It proposes a ‘grown up’ approach that moves away from the easy idealizations and simplifications of organizational realities and consultancy interventions. Based upon insights born of curiosity and lived experience, each chapter deals with the ‘dirt’ and explores the ‘shadows’ of organizing and managing. Emphasizing the importance of increased self-understanding and deeper sense-making, this path-breaking book urges and advances the adoption of more thoughtful, less self-defeating means of grappling with the demanding, contradictory practices of managing and consulting."Prof. Hugh Willmott, Bayes Business School"How stimulating to encounter a text that probes those discomforting experiences that arise during consulting processes, and, rather than explaining them away or trying to avoid them, shows how discussing these frankly and thoughtfully unearths a fertile ground for informing ethical action."Dr. Patricia Shaw, Co-founder of the Doctor of Management Programme at University of Hertfordshire"A unique book, based in the autoethnographic experience of its contributors, this collection provides a richly nuanced and reflexively theorised insight into the complex reality of everyday consultancy practice. It is essential reading for practitioners, researchers and students."Prof. Ian Burkitt, University of BradfordTable of Contents1 Moving beyond neutrality: recognising the moral agency of the consultant through reflexive inquiries into shame 2 Consulting: facilitation and shame: working together to avoid challenges to our sense of self in the recognition of others 3 What are consultants actually recognised for? 4 Actualising plurality: an Arendtian perspective on responding to powerlessness and loss of freedom 5 Collaboration as a politics of affect 6 Selling ourselves short: marketing the self strategically: towards success beyond recognition Conclusion: summarizing reflections on the practice of consultancy

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Book SynopsisA sense of not belonging, that we are not accepted or valued at work can be enormously detrimental to our psychological well-being and sense of self, and can impact engagement, motivation and performance. Based on extensive research, this accessible and practical book helps leaders understand the implications of belonging on our well-being and performance and equips them with the insight and tools to ensure their employees have a sense of belonging at work, through: establishing connections and developing meaningful relationships, identifying and leveraging values and strengths, developing their awareness of diversity and unconscious bias, fostering a psychologically safe environment in which all can speak up, developing an inclusive leadership mindset and challenging negative thinking patterns. The strategies and tips provided will allow readers to ensTrade Review"Lee’s insight on belonging, developed through her years of research and personal experience, provides an incredibly valuable and timely contribution. It responds to pressing questions we face regarding how we can flourish – and how we can enable others to – at work."- Megan Reitz, Professor of Leadership and Dialogue, Hult International Business School / Author of ‘Speak Up’, ‘Mind Time’ and ‘Dialogue in Organizations’Table of ContentsIntroduction Part One: What it means to belong Chapter One: Belonging – a Fundamental Human Need Chapter Two: Factors which Undermine Belonging in the Workplace Chapter Three: Belonging and Well-being Chapter Four: Belonging and Performance – The Trap of not Belonging Part Two: Establishing a Sense of Belonging Chapter Five: Developing Quality Relationships Chapter Six: Establishing and Adding our Value Chapter Seven: Diversity and Belonging Chapter Eight: Fostering Psychological Safety Chapter Nine: Being an Inclusive Leader Chapter Ten: Reframing a Sense of Belonging Conclusion: The journey of belonging

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Book SynopsisThe unique leadership challenges organizations face throughout the world call for a renewed focus on what constitutes authentic, inclusive, servant, transformational, principled, values-based, and mindful leadership. Traditional approaches rarely provide a permeating or systematic framework to garner a sense of higher purpose or nurture deeper moral and spiritual dimensions of leaders. Learning to be an effective leader requires a deep personal transformation, which is not easy. This text provides guidelines in a variety of settings and contexts while presenting best practices in successfully leading the twenty-first century workforce and offering strategies and tools to lead change effectively in the present-day boundary-less work environment.Given the ever-growing, widespread importance of leadership and its role in initiating change, this will be a key reference work in the field of leadership and change management in business. The uniqueness of this book lies in its anchorage in the moral and spiritual dimension of leadership, an approach most relevant for contemporary times and organizations. It represents an important milestone in the perennial quest for discovering the best leadership models and change practices to suit the contemporary organizations.Designed to be a resource for scholars, practitioners, teachers and students seeking guidance in the art and science of leadership and change management, this will be an invaluable reference for libraries with collections in business, management, sports, history, politics, law, and psychology. It will present essential strategies for leading and transforming corporations, small businesses, schools, hospitals, and various nonprofit organizations. It brings the research on leadership and change management up to date, while mapping its terrain and extending the scope and boundaries of this field in an inclusive and egalitarian manner.

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Book SynopsisNonprofit organizations are conventionally positioned as generators of social and cultural forms of capital for the common good. As such they occupy a different space to other types of organizations such as corporate firms that exist primarily to generate economic capital for private owners/shareholders. Recent years, however, have seen professionalization promoted widely by funders, policy-makers and nonprofit practitioners across the globe. At the same time, there has been an increasing cross-over of employees from private and public bodies into nonprofits. But do such shifts open up space for the wholesale importation of managerialism into and commercialization of the nonprofit sphere? Are nonprofits at risk of being reconstituted as primarily economic entities, serving the interests of a leadership elite? How are such changes in an organization's trajectory brought about? What are the consequences for trustees, staff, members and the nature of managerial work? The authorsTable of Contents1. Introduction. Part I - A tale of Two Rhetorics: Organizational life in the Milieu of Corporate and Community Logics. 2. An Organization in Search of Purpose. 3. Managers in Search of Purpose. 4. Symbols, Rhetoric and Strategizing. Part II - Transforming Organizational Trajectory. 5. Structuring for Purpose. 6. Rewarding Loyality to the (New) Cause. 7. Immobilizing Resistance and Overcoming Dissent. 8. Leading Away from Purspose and Getting Away with It. 9. Conclusion.

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Book SynopsisThe crisis caused by COVID-19 poses a major challenge for the global economy and business. It has been a test for economic resilience, and how this crisis will affect business activities will be determined by their competitiveness. Only firms that have succeeded in reorienting and quickly adapting to the emerging crisis have continued without interruption in their operations, thus demonstrating their flexibility and high level of resilience. Research shows that companies driving the gig economy celebrate the benefits: flexibility, additional income, freedom and other various opportunities for workers. They require entrepreneurial digital skills that improve their competitiveness and benefit not only themselves but the economy as well. Therefore, digital competencies are becoming a significant resource and precondition for employment, and it is essential to promote digital entrepreneurial skills, introducing them into education programs through different forms of educatioTable of ContentsPART I. Theoretical Perspectives of Globalization 1. Global business flows Prof. Dr Mirjana Radović-Marković PART II. Globalization and Entrepreneurship 2. Entrepreneurship: past, present & future Prof. Dr Mirjana Radović-Marković PART III. Digital Entrepreneurship 3. Enterprise digital transformation towards network virtualization Prof. Dr Mirjana Radović-Marković 4. Exploring the synergistic potential in virtual university and virtual enterprise Prof. Dr Dušan Marković PART IV. Changing Nature of Work in the Digital Era 5. The transformation of work in a global knowledge Economy Prof. Dr Mirjana Radović-Marković PART V. Organisational and Entrepreneurial resilience 6. Resilience and entrepreneurship Prof. Dr Mirjana Radović-Marković 7. The Resilient Entrepreneur Arsen Dragojević PART VI. Economic and social impact of Global ecosystem on Progress in Montenegro 8. Economic Prosperity in the Western Balkans and Montenegro Prof. Dr Mirjana Radović-Marković 9. Measuring Quality of Life Prof. Dr Borislav Đukanović and Arsen Dragojević 10. Measuring Professional Life Prof. Dr Borislav Đukanović

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

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

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

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