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Book part
Publication date: 12 May 2017

Mitsuru Kodama

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case…

Abstract

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case studies presented in Part 2. The chapter first analyzes and considers the concept of dialectical leadership, which is an element for achieving a balance between centralized leadership and distributed leadership at the psychological boundary layer located at the boundary layer between the formal organizational layer and the informal organizational layer from the perspective of four dimensions: the time axis, spatial axis, strategic axis, and management axis. This is because there is new knowledge gained from multiple case analyses and because dialectical leadership has an impact on management elements in these four dimensions when companies execute strategic knowledge creation processes to achieve business innovation. Second, the chapter discusses the concept of leadership interaction which occurs among leaders at the individual boundaries of the three-layered structure (practice layers) of the informal organization layer located in the business community, the psychological boundary layer located in the boundary layer of the business community, and the formal organization layer located in the formal organization, and the three management layers. Third, as demonstrated in the cases of Apple, Cisco Systems, Dyson, SoftBank, and Sony, strategic collaboration with other companies including customers is extremely important for those practitioners who are promoting business ecosystem strategies across different companies. To achieve this, synchronization of leadership at the three practice layers and three management layers in holistic leadership through boundary negotiations among individual leaderships across different companies is important. These concepts are discussed in this chapter. Fourth, this chapter indicates that excellent holistic leadership is necessary for practitioners to achieve strategic knowledge creation high in quality, but this requires leadership for value creation for the formation of new business communities that originate in the formation of “Ba.” The chapter also indicates that “practical wisdom” is an important element for practitioners in such value creation, and the presence of this element is a necessary condition for generating excellent holistic leadership.

Details

Developing Holistic Leadership
Type: Book
ISBN: 978-1-78714-421-7

Keywords

Content available
Book part
Publication date: 3 July 2018

Abstract

Details

Innovation and Strategy
Type: Book
ISBN: 978-1-78754-828-2

Book part
Publication date: 10 April 2006

C. Shawn Burke, Kathleen P. Hess and Eduardo Salas

Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or…

Abstract

Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or to cope with the consequences” (http://www.greenfacts.org). Adaptive capacity is herein described as the ability to facilitate the process of adaptive team performance and the resulting outcome of team adaptation (see Stagl, Burke, Salas, & Pierce, this volume). More specifically, although often spoken of with regard to environmental and global changes, it is spoken of here with regard to the ability of individuals (and correspondingly teams) to recognize and understand contextual changes, dynamically revise and implement plans accordingly, and learn from each implementation so as to be better prepared in the future.

Details

Understanding Adaptability: A Prerequisite for Effective Performance within Complex Environments
Type: Book
ISBN: 978-1-84950-371-6

Abstract

Details

The Engaged Business School
Type: Book
ISBN: 978-1-80382-941-8

Book part
Publication date: 3 July 2018

Mike McCardle, J. Chris White and Roger Calantone

Firms with market foresight – knowledge of market changes ahead of competitors – can convert that knowledge into creative and timely new product offerings. Based on a…

Abstract

Purpose

Firms with market foresight – knowledge of market changes ahead of competitors – can convert that knowledge into creative and timely new product offerings. Based on a discovery-oriented process, working closely with managers throughout the research process, we develop and test a framework delineating market information determinants and new product outcomes of market foresight.

Methodology

Using data collected primarily from senior executives of industrial manufacturers, the hypotheses were tested using partial least squares.

Findings

The results indicate that external (active scanning, lead user collaboration, and market experiments) and internal sources (boundary spanner input and interdepartmental connectedness) of market information positively affect market foresight. Further, the effects of active scanning, market experiments, and interdepartmental connectedness on market foresight are positively moderated by the organization’s open-mindedness. These findings also provide evidence that firms with superior market foresight develop more creative products, introduce them to the market faster, and introduce them at a more opportune time.

Practical implications

Our findings demonstrate that managers’ knowledge of market changes ahead of competitors is enhanced through acquiring both external and internal sources of market information. Furthermore, market foresight is significantly enhanced by managers being open-minded to the information gained from these sources as it may challenge long-held assumptions.

Originality/value

This chapter introduces a new construct, market foresight capability, to the literature that will aid managers in developing greater insight into emerging shifts in the market. For researchers, this new line of inquiry expands our understanding as to the critical sources and new product outcomes of obtaining future-focused market information.

Book part
Publication date: 15 July 2009

Ciaran Heavey, Richard T. Mowday, Aidan Kelly and Frank Roche

This chapter attempts to reinvigorate scholarly interest in executive scanning by outlining a model to guide future research on executive search within the context of…

Abstract

This chapter attempts to reinvigorate scholarly interest in executive scanning by outlining a model to guide future research on executive search within the context of international strategy. Executive scanning has received considerable empirical attention but only limited theoretical attention. Most of this research has studied scanning as the receipt rather than the search for information. Based on the application of learning theory, we outline a model advancing two broad categories of executive search exploitative and explorative, consisting of six specific search behaviors. We advance search as integral to managerial decisions relating to the various aspects of internationalization, notably choice of location, corporate strategy, and mode of entry. The implications for future research are presented.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-84855-256-2

Book part
Publication date: 9 January 2012

Xue Zhang, Shaheen Majid and Schubert Foo

The external environment is becoming more uncertain and volatile. To be successful and retain competitiveness, organisations have to regularly detect external signals…

Abstract

The external environment is becoming more uncertain and volatile. To be successful and retain competitiveness, organisations have to regularly detect external signals, systematically process and use such information. Environmental scanning is an effective way for organisations to adapt to their external environment by overcoming threats and grasping opportunities. However, some organisations may not be able to conduct environmental scanning due to lack of resources or adequately trained personnel. To satisfy their needs of environmental knowledge, they may have to outsource for such kind of information services, provide training for their existing staff, or hire specialised business information professional. As there is a degree of overlap between information management and environment scanning activities, some of the competencies covered by current LIS programs in Asia would be useful for undertaking environmental scanning activities. Nevertheless, information professionals still need an additional set of competencies to effectively provide this service. For example, LIS professionals would need a basic understanding of business and marketing principles to effectively understand and meet the information needs of their clients; improve their knowledge of various kinds of specialised business information sources and planning. This chapter first introduces the concept of external environment, the definition and process of environment scanning, and how environmental intelligence could be used for strategic planning and organisational learning. Then it discusses the role of environmental scanning as an emerging discipline for LIS education, covering topics as environmental scanning based information services and competencies required for conducting environmental scanning. Finally, it provides an overview of efforts have been made by LIS education programs in Asia in imparting new skills to their graduates for undertaking environmental scanning activities.

Details

Library and Information Science Trends and Research: Asia-Oceania
Type: Book
ISBN: 978-1-78052-470-2

Book part
Publication date: 8 April 2004

Allen C Bluedorn and Rhetta L Standifer

The temporal imagination is the understanding of the intersection of one entity’s timescape with the larger timescapes of which that entity is a part. We examine in detail what…

Abstract

The temporal imagination is the understanding of the intersection of one entity’s timescape with the larger timescapes of which that entity is a part. We examine in detail what the temporal imagination is, complemented with a discussion of the related timescape idea, and why the temporal imagination is necessary to function in any timescape. We also discuss group attributes that will likely affect the development of the temporal imagination and its use and how its use in group boundary spanning efforts affect both the groups and the larger organization.

Details

Time in Groups
Type: Book
ISBN: 978-0-76231-093-7

Book part
Publication date: 3 October 2006

Lee Fleming and Mark Szigety

Where are the ultimate sources of technological breakthroughs? What makes a firm more likely to invent a breakthrough or to exploit external breakthroughs? We develop an…

Abstract

Where are the ultimate sources of technological breakthroughs? What makes a firm more likely to invent a breakthrough or to exploit external breakthroughs? We develop an evolutionary model of invention as a process of recombinant variation and selection. Our contributions are to highlight the skewed outcome distributions resulting from evolutionary search and to develop theory that can be tested by modeling the higher moments of search processes. Recent methodological and data collection advances make such testing possible. We motivate further research, develop our model's strategic implications, and discuss how managers might create and respond to breakthroughs.

Details

Ecology and Strategy
Type: Book
ISBN: 978-1-84950-435-5

Book part
Publication date: 9 August 2005

Jane E. Salk and Bindu Arya

Multinational corporations (MNCs) confront complex challenges to continuously achieve higher levels of social performance across diverse country and cultural contexts. Yet many…

Abstract

Multinational corporations (MNCs) confront complex challenges to continuously achieve higher levels of social performance across diverse country and cultural contexts. Yet many MNCs have reactive strategies toward corporate social responsibility (CSR). Such strategies do not leverage multicultural team diversity for dynamic learning. Meanwhile, cross-sector alliances between MNCs and not-for-profit entities present a rich opportunity for MNC learning. Multicultural teams often lie at the core of such initiatives in MNCs, although they have been, at best, a peripheral concern of CSR research and theory. We redress this gap in the CSR literature by integrating theory on social capital and the external team perspective and applying this to the CSR context. Our analysis has practical implications for MNCs as well, suggesting further extensions.

Details

Managing Multinational Teams: Global Perspectives
Type: Book
ISBN: 978-1-84950-349-5

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