Since the early 1980s it has been recognized that a firm's resources, capabilities and competencies help it gain a competitive advantage, that in turn produces higher performance. This resource-based view of the firm has been an important development in the field of strategic management. It explains why some organizations perform better than others and shows that leveraging, both tangible and intangible, resources is necessary to gain a sustainable competitive advantage. Bringing together contributions from multiple perspectives this book examines the management of strategic resources. First, the book discusses resource strategy and firm performance - how resources lead to competitive advantage and how firm resources interplay with the firm strategy to produce specific outcomes. Second, it addresses the development, commitment and governance of firm resources - how firms develop critical resources, including the especially difficult development of intangible resources such as tacit knowledge, internal networks and the creation of new intellectual capital. Finally, attention is focused on the problems involved in the transfer of resources and skills in cooperative strategies such as strategic alliances, and the allocation of resources to produce innovation. The resource-based view of the firm is a valuable way of analyzing and understanding firm strategies and performance. The contributions in this book provide an important in-depth view of how strategic resources can be developed and leveraged to create value in organizations.

As the life span of business models has shrunk, firms have had to review their strategic intent, develop strategic initiatives in fast and imaginative ways, and engage in major reorganizations to deal with this. The Dynamics of Strategy helps make sense of the changing business environment and requisite processes of strategizing and organizing.

While significant insights have been gained, the field of factors underlying firm success is still highly fragmented, often oversimplifies the interrelation between success factors, and remains inherently static in its approach. Sebastian Raisch establishes three models to address these limitations and validates them in a field study of global media enterprises.

Strategic management of companies and organisational entities is not merely about the long-term – it is also about having a holistic and end-to-end perspective. The practice of strategic management goes beyond conceptual and analytical development of strategies and execution thereof. It has deep behavioural and philosophical undertones as well. This book, Strategic Management: Practice and Philosophy for India Inc, brings together multiple concepts of competitive strategy and strategic leadership of companies and organisational entities into one volume. It reflects the author’s rich and diversified experience covering the last forty-six years of operational and strategic leadership roles in Indian and multi-national companies across multiple industries. The book will be useful for executives, managers and leaders as well as management students. The book will provide several additional insights and constructs for academicians engaged in management teaching and research.

This book explores how to design and implement planning & control (P&C) systems that can help organizations to manage their growth and restructuring processes in a sustainability perspective. The book is not designed to enable the reader to become an experienced system dynamics modeler; rather, it aims to develop the reader’s capabilities to design and implement performance management systems by using a system dynamics approach. More specifically, the book shows how to develop system dynamics models that can better support an understanding of: -What is organizational performance and how to frame and measure it; -How to identify and map the processes underlying performance; -How to design and implement a dynamic performance management system and link it to strategic planning; -How to tie strategic resource dynamics to processes and performance indicators; -How to link strategic resources, and performance indicators to responsibility and incentive systems. Using a dynamic performance management approach can improve an organization’s capability to understand and manage the forces driving performance over time, as well as set goals and objectives that may properly and selectively gauge results and match them to the key responsibility areas in the planning process. The dynamic performance management approaches covered in the book are beneficial to performance management analysts, enabling them to frame their professional field within the broader context of the system. The book also includes numerous case studies and dynamic performance management models for providing examples of how dynamic performance management works in practice. In addition, a literature review is included to provide a guideline for further improvements to those readers who wish to develop relevant, specific, and detailed system dynamics modeling skills and to establish the foundation for teaching system dynamics applied to performance management in organizational and inter-organizational contexts. This is particularly relevant for graduate students who have taken system dynamics courses and need to apply their own skills to business and public management.

Updated to include the current models, theories, and hospitality practices, Hospitality Strategic Management: Concept and Cases, Second Edition is a comprehensive guide to strategic management in the international hospitality industry. Author Cathy A. Enz uses the case study approach to cover current topics such as innovation, entrepreneurship, leadership, ethics, and franchising. Eight full case studies with exhibits and documents address the areas of lodging, food service, tourism e-commerce, gaming, cruise lines, and airlines, making this book ideal for executive level training courses or hospitality industry executives interested in developing their strategic management skills.

Disintegrated or distributed innovation, collaborative innovation, collective invention, collegial innovation, free innovation, open knowledge disclosure, free knowledge disclosure: are these all the same thing? This shows us there is some confusion regarding open innovation, or at least there is a need to cast a wider net around what open innovation is all about. The prevailing thought is that open innovation allows organizations to simultaneously expand their breadth of ideas, opportunities, and know-how while minimizing the technical and market risks associated with innovation. As a result, open innovation appears to come with little down side. Del Giudice, Della Peruta, and Carayannis fill the gap in our understanding of this emerging research field of open innovation. Their work depicts the major tendencies of publications through identifying the main themes in literature and investigating the research frontier. It also discusses potentially important fields of investigation that are still left rather unexplored.

Inhaltsangabe:Abstract: With the beginning of the 1990s, the knowledge era arrived and virtually no organisation can afford to neglect a thorough and methodical discussion on the idea of "managing knowledge". The importance and the prominent role knowledge plays today cannot be overemphasised. As we shall see later on, knowledge and the ability to leverage it provides a comprehensive source of competitive advantage. Keeping this idea in mind the subsequent research project is structured in three main parts. The first part provides an introduction into the field of knowledge. General ideas will be explained, definitions and rationalisations shall be provided. Part two is designed to examine the two central columns of knowledge management: the creation and the transfer of knowledge. In order to analyse both subjects in an entire, comprehensive way, the subsequent dissertation outlines differences and similarities between the two most prominent methodologies: the Anglo-Saxon and the Japanese approach. Within the third part it is intended to combine theoretical findings and pragmatic insights (although the whole paper is for the most part of theoretical nature, cf. research methodology) to develop managerial implications for knowledge management. To be precise, what are the prerequisites of knowledge management? In order to further develop the methodological approach, I structured the part in four points that I consider as the unconditional, complete preconditions for effective knowledge management: culture, HR issues, strategy, and process. The four issues ought to build the foundation for every successful knowledge management initiative. To underline theoretical results the appendix provides two case studies (Siemens and IBM Global Service) as well as a practical guide for measuring knowledge (from the American Productivity and Quality Centre). Generally speaking, the subject matter knowledge management is of profound interest within the discipline of strategic management. Literature on the topic is virtually impossible to count. Nevertheless, within the research paper I intend to concentrate on the most well-known and recognised scholars who worked and still perform on knowledge management. The objective of the subsequent paper is to provide an overview of one of the most difficult and noteworthy topics in strategic management and to examine and analyse different approaches as well as to develop own ideas of so-called key-success [...]

Part of a series which provides autobiographical studies by individuals who are among contemporary leaders in the management discipline. Essays explore their experiences, and the factors and forces influencing their professional and personal development. Bibliographies of their work are included.

This eighteenth volume in the Jossey-Bass Organizational Frontiers Series provides an in-depth examination of how I/O psychologists can help find, recruit, and manage knowledge. The authors explain the nature of different types of knowledge, how knowledge-based competition is affecting organizations, and how these ideas relate to innovation and learning in organizations. They describe the strategies and organizational structures and designs that facilitate the acquisition and development of knowledge. And they discuss how continuous knowledge acquisition and innovation is promoted among individuals and teams and how to foster the creation of new knowledge. In addition, they explain how to assess the climate and culture for organizational learning, measure and monitor knowledge resources at the organizational level, and more.