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This book brings new perspectives to classic issues in the field such as organizational complexity, change leadership, emotional intelligence and interorganizational change.
In a global market where international teams, initiatives, and joint ventures are increasingly common, it is extremely important for people to integrate themselves in new cultures. Strategies for selecting and training people on global perspectives are critical for managing business. In this book, the authors develop the idea of cultural intelligence and examine its three essential facets: cognition, the ability to develop patterns from cultural cues; motivation, the desire and ability to engage others; and behavior, the capability to act in accordance with cognition and motivation. They explore the fundamental nature of cultural intelligence and its relationship to other frameworks of intelligence.-Back cover.
This book presents original research articles addressing various aspects of economics, management and optimization. The topics discussed include economics, finance, marketing, resource allocation strategies, fuzzy logic, and network-based techniques for the analysis of economics, management and mathematical optimization. Combining the input of contributing professors and researchers from various Spanish, Italian and Latin American universities, the book will be of interest to students, researchers and practitioners, as well as members of the general public interested in the world of Economics and Management.
"This book presents efficient ways for executives to understand the impact of IT on the intellectual capital of their firms, and searches for a new mandate for management that takes into consideration the pervasive role of IT on competitive boundaries. It provides a synopsis of the history, origin, taxonomies, ontologies, measurement models, and dynamics of intellectual capital"--Provided by publisher.
The first six chapters of the text examine four broad issues: the role of the Internet in fostering competition, its impact on price dispersion and on business-to-business transactions, and the importance of reputation and trust in the new economy. The last four chapters examine the impact of the Internet on the organization of firms, the efficiency of auctions in the Internet age, how consumers choose websites and acquire product information, and the growing problem of congestion on the Internet.
Based on twenty case studies of universities worldwide, and on a survey administered to leaders in 101 universities, this open access book shows that, amidst the significant challenges caused by the COVID-19 pandemic, universities found ways to engage with schools to support them in sustaining educational opportunity. In doing so, they generated considerable innovation, which reinforced the integration of the research and outreach functions of the university. The evidence suggests that universities are indeed open systems, in interaction with their environment, able to discover changes that can influence them and to change in response to those changes. They are also able, in the success of their efforts to mitigate the educational impact of the pandemic, to create better futures, as the result of the innovations they can generate. This challenges the view of universities as "ivory towers" being isolated from the surrounding environment and detached from local problems. As they reached out to schools, universities not only generated clear and valuable innovations to sustain educational opportunity and to improve it, this process also contributed to transform internal university processes in ways that enhanced their own ability to deliver on the third mission of outreach
This book offers a concise, practical guide for managers on the most important areas of creativity, innovation and the impact of organizational change.
Successful corporate strategies, says this leading professor of management, depend upon dynamic marshaling of a firm's "invisible assets"--information-based resources such as technological know-how, the visibility of a brand name, or knowledge of a customer base--as well as tangible assets such as people, goods, and money. Hiroyuki Itami emphasizes the ways strategy must fit the firm's external environment (customers, competitors, and ever-changing technology) and also the importance of internal fit within the organization. He uses invisible assets as a single organizing concept to discuss the appropriateness of strategy in each area.Strategy, Itami insists, must be adapted to rapidly changing conditions and must sometimes be prepared in advance of expected change. The most powerful strategy may often intentionally create imbalance in the short run in order to accumulate invisible assets and energize the organization. Itami examines successful strategies of Japanese firms, which have always operated in an environment of uncertainty and all-pervasive change. Sony and Honda are not the only examples, however--Itami also discusses IBM, Volkswagen, and the Swiss watch industry. The range of examples gives the book wide applicability and appeal to American business executives, who are now facing a similar situation of rapid change.The clarity and sound construction of Itami's argument will make it useful not only to MBAs and theorists of international business and comparative management, but also to "real world" planners and managers who are currently coping with just the sort of situations Itami describes.