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Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices.
Diploma Thesis from the year 2011 in the subject Computer Science - Commercial Information Technology, grade: 1,6, Reutlingen University (UWS Business School / Reutlingen University), course: BA Business / BSc Business Information - Open Innovation, language: English, abstract: The opening - up of the innovation processes within organizations is an important step in today's Research & Development in order to take advantage from both, external knowledge and ideas as strategic instruments. However there are no articles about the influences for implementation of Open Innovations into the Business Development. Therefore this dissertation should demonstrate the utilization of Open Innovations within the IT - Service field for both, the Research & Development and their assignment within the Business Development. Furthermore possible snowball - effects should be defined as well. The investigations showed up, that the implementation of Open Innovations have a major impact on the Business Development as well as the competitive advantage of an organization. With this dissertation the reader obtain an overview over the relationship between Open Innovations and their strategically usage.
The speed and complexity of change in business practice has never been greater than today. Navigating this “new and lasting norm” requires for any organization, besides other factors, two principal elements: Managers and leaders who are capable of coaching their team members as well as a new type of workforce that can quickly adapt to changing environments, can acquire new skills necessary to be successful in the future, and is willing and capable of stepping up to take over responsibility. The book argues that internal coaching is an excellent tool to onboard, integrate, and develop (new) employees. Successful coaching will result in higher job satisfaction (for both coach and coachee), better work and business results, and superior retention levels: A long-term win for both the organization, its employees, and customers. Based on extensive interviews with both tenured leaders and new employees, focus groups with learning & development experts, and a comprehensive literature research as well as the author ́s own in-depth coaching knowledge and expertise, this book proposes an academically researched, developed, and validated model of eight dimensions of successful coaching as well as a five-step implementation plan which can be used as an impactful framework to embed coaching skills in organizational settings to create a sustainable and growth-generating coaching culture.
A state-of-the-art reference, drawing on key contemporary research to provide an in-depth, international, and competencies-based approach to the psychology of leadership, change and OD Puts cutting-edge evidence at the fingertips of organizational psychology practitioners who need it most, but who do not always have the time or resources to keep up with scholarly research Thematic chapters cover leadership and employee well-being, organizational creativity and innovation, positive psychology and Appreciative Inquiry, and leadership-culture fit Contributors include David Cooperrider, Manfred Kets de Vries, Emma Donaldson-Feilder, Staale Einarsen, David Day, Beverley Alimo-Metcalfe, Michael Chaskalson and Bernard Burnes
The SAGE Handbook of Coaching presents a comprehensive, global view of the discipline, identifying the current issues and practices, as well as mapping out where the discipline is going. The Handbook is organized into six thematic sections: Part One: Positioning Coaching as a Discipline Part Two: Coaching as a Process Part Three: Common Issues in Coaching Part Four: Coaching in Contexts Part Five: Researching Coaching Part Six: Development of Coaches It provides the perfect reference point for graduate students, scholars, educators and researchers wishing to familiarize themselves with current research and debate in the academic and influential practitioners′ literature on coaching.
Leadership practitioners and those who seek to develop leadership are concerned with whether they are using evidence-based best practices to develop leadership capacity in themselves and others. Are we indeed using best practices in the study, practice, and development of leadership? This book seeks to draw attention to the limitations of extant work on leadership, and to provide suggestions for a way forward. Presenting chapters on topics ranging from research methodology, gender and cross-cultural issues in leadership studies, and the role of the humanities in our understanding of leadership, the book represents a rigorous multidisciplinary collaboration. This is a must-read for graduate students studying leadership, leadership consultants and trainers, leadership scholars, and anyone who practices, teaches, or seeks to develop leadership. It will help expand the horizons of how we think about and practice leadership.
Business model innovation is an important source of competitive advantage and corporate renewal. An increasing number of companies have to innovate their business models, not just because of competitive forces but also because of the ongoing change from product-based to service-based business models. Yet, business model innovation also involves organizational change process that challenges existing processes, structures and modes of control. This volume features thirteen chapters written by authorities on business model innovation. The specific angle, and the novel feature of this book, is to thoroughly examine the organizational dimension of business model innovation. Drawing on organizational theory and empirical observation, the contributors specifically highlight organizational design aspects of business model innovation, focusing on how reward systems, power distributions, routines and standard operating procedures, the allocation of authority, and other aspects of organizational structure and control should be designed to support the business model the firm chooses. Also discussed is how existing organizational structures, capabilities, beliefs, cultures and so on influence the firm's ability to flexibly change to new business models.
People, processes, and technology. These are the three major drivers of business achievement. The best leaders inherently understand that great companies start with great people. This is as true now as it was during the beginning of the industrial revolution, and understanding and staying current on the latest organizational behavior research and best practices paves the way for managerial success. In this updated edition of Organizational Behavior, theory, new research and real-world case studies are combined in an engaging manner to blend together the critical concepts and skills needed to successfully manage others and build a strong organization across all levels of a company. Featuring an in-depth view of the process and practice of managing individuals, teams, and entire organizations, the text provides a solid foundation for students and future managers.
Provides ideas on how intellectual capital through emerging technologies can support business performance. Covers topics such as competitive strategy, human resource management, and organizational learning.
Designed specifically for postgraduate students of management, International Business provides a well-rounded perspective on all important topics in the subject by emphasizing conceptual debates alongside contemporary research and up-to-date examples. It uses multiple frameworks that include the concept, environment, structure, and strategy of international business to examine the global business scenario. Comprising 23 chapters, the book traces the consequences of globalization, analyses the framework and strategies of international business, and discusses emerging issues in international business. Students can also access the online question bank.