This book focuses on virtual teams, which are fraught with cooperation problems. It offers novel insights into how team members experience and overcome these problems by empirically studying hybrid virtual teams in Shared Services Organizations. It firstly enhances the reader’s understanding of contextual challenges relating to cooperation and shows how members of such teams experience faultlines through distance, disconnection through reliance on communication technology and discontinuity through temporality of team composition. Secondly, it explores how they use 22 practices to overcome the cooperation problem, which can be categorized as strategies of identity constructing, trusting and virtual peer monitoring. Lastly, the study analyzes the role of technology, demonstrating that state-of-the-art media can facilitate, but not ensure the use of these strategies and practices. As such, the book has implications for both researchers and practitioners.

Autopoietic systems show a remarkable property in the way they interact with their environment: on the one hand building blocks and energy (including information) are exchanged with the environment, which characterizes them as open systems; on the other hand, any functional mechanisms—the way the system processes, incorporates building blocks, and responds to information—are totally self-determined and cannot be controlled by interventions from the environment. Information systems in an organization seem to accept the autopoietic system way of development and can help managers to understand the operations of their organizations better. The Handbook of Research on Autopoiesis and Self-Sustaining Processes for Organizational Success is an innovative reference book that presents the meaning of autopoietic organizations for social and information science, examines how autopoietic organizations are information self-producing and self-controlled, and provides a framework for its development in modern organizations. The book focuses on analyzing autopoiesis features such as self-managing, self-sustaining, self-producing, self-regulating, etc. Moreover, as the aforementioned characteristics receive a new interpretation in IT environments, the book also includes an exploration of IT solutions that enable the development of these characteristics. This book is ideal for professionals, academicians, researchers, and students working in the field of information economics and management in various disciplines such as information and communication sciences, administrative sciences and management, education, computer science, and information technology.

The increasing globalization, the battle for talents, and global trends are changing the work patterns in organisations around the globe. Enterprises are working across country and cultural borders alongside complex supply and demand networks. Global incidents such as the financial crisis in 2008 and the recent COVID-19 pandemic have forced global organizations to find innovative ways to continue to connect globally and maintain a competitive advantage. Therefore, innovative enterprises have established global and virtual organisations including members of the value chain on supply and demand side. This book outlines these new work and leadership styles, and agile organisations, which are necessary to work virtually and globally. It provides case studies and experiences from different global organizations in different industries and sectors with a focus on value-adding processes and services.

Founding a startup is a challenging endeavor that works best in a well-balanced team. Different thinking styles are needed throughout the founding journey. Archetypes are deeply engrained templates in the collective unconscious and can be used to reveal the hidden aspects of social interactions within teams. This book employs an archetypical personality test to uncover the eight most significant team roles needed in a startup: the leader, the mentor, the artist, the friend, the hero, the femme fatale, the rebel and the manager. The artist, for example, always finds unconventional solutions, the femme fatale attracts support for the idea, and the hero is undaunted in the face of setbacks. Archetypical roles can manifest in individuals or at the group level, and they can and should change throughout the journey. With the included personality test, this book offers entrepreneurs, investors and mentors alike a tool to improve the interpersonal processes in startup teams.

Lead your hybrid team to success. The strictly nine-to-five office routine no longer exists, and you may be managing a team that works in several different locations at different times of day. How can you keep your team engaged and remain connected and visible, both in person and virtually? Managing Teams in the Hybrid Age: The HBR Guides Collection offers ideas and strategies to lead your team to its highest, most productive potential, whether they're working across the table or across an ocean. Included in this eight-book set are: HBR Guide to Managing Flexible Work, HBR Guide to Remote Work, HBR Guide to Being a Great Boss, HBR Guide to Leading Teams, HBR Guide to Making Every Meeting Matter, HBR Guide to Motivating People, HBR Guide to Collaborative Teams, and HBR Guide to Beating Burnout. You'll learn how to: Adjust to the flexible work arrangements that promote productivity and inclusion for you and your team members Craft a work-from-home routine that makes it easier, rather than harder, to work remotely Embody what it means to be a supportive and successful leader Create an efficient, collaborative, and motivated team Hold purposeful, engaging, and efficient meetings Prioritize employees' professional development and job satisfaction Use passion and influence to promote effective collaborative teams Make the necessary changes to prevent burnout Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Click ′Additional Materials′ for downloadable sample chapter"George Huber makes an important contribution with profound insights on what the future firm will look like. It will be congruent with its environment. To realize opportunities from continuing advances in science and technology and environmental complexity, the successful firm in the future will be especially good at gaining environmental intelligence, learning and integrating knowledge, and being innovative and flexible. This is not a fanciful prophesy; it is a necessary logical conclusion that Huber draws from an extensive body of scientific knowledge." --Andrew H. Van de Ven, University of Minnesota, Past President of the Academy of Management, and coauthor of Organizational Change and Innovation Processes"Huber gives a compelling account of the future landscape that many managers have to face today. Filled with solid academic research laced with real-world examples, Huber not only conveys the shape of that landscape, but also the roadmap to navigate it."--Kathleen M. Eisenhardt, Stanford University and coauthor of Competing on the Edge: Strategy as Structured Chaos"This is an important book for any manager who faces a rapidly changing and increasingly competitive environment--which is to say, virtually every manager. Huber makes a cogent case for the fact that businesses will face much more dynamic and competitive environments in the future than they face today. More importantly, he offers practical advice for how managers can prepare for the uncertain future they face. Clearly written and carefully grounded in the best research evidence available, this book stands head and shoulders above the many management books offering short-term fads, fashions, and therapies of the moment."--Richard T. Mowday, University of Oregon, former President of the Academy of Management, and former Editor of the Academy of Management JournalClick ′Reviews′ to read more pre-publication praise for The Necessary Nature of Future FirmsSurvival depends on the ability to read imminent shifts in the environment and respond accordingly. This holds true for any living system, but it is especially true for firms today. The business environment is now changing rapidly, but will change even more rapidly in the future. Only firms that can respond to these changes will survive. It is important to know, then, how business′s future landscape will look. George Huber′s new book, The Necessary Nature of Future Firms, describes this landscape clearly and credibly and makes explicit the organizational attributes and management practices firms must possess to be among the ranks of the "future firms." Advances in science and technology will continue to affect business environments, making them more complex, dynamic and competitive. Moreover, this complexity and dynamism will increase at increasing rates. As the book makes clear, successful firms will cope with or exploit these changes by increasing their capabilities for correctly interpreting threats and opportunities, making decisions, acquiring and managing knowledge, innovating, and changing while simultaneously dealing with the needs for efficiency, flexibility, and employee commitment. The Necessary Nature of Future Firms is written for managers, especially those managing change. Professionals in a wide variety of organizational roles will find it a particularly useful reference for its foresight and as an invaluable tool in winning approval for projects and initiatives. Academics in change management, information systems, organizational science, strategy, and human resources management can draw on the book as a supplementary text or as a source for lecture materials. References housed in endnotes rather than in the text contribute to the book′s readability and ease of use, as does the accessible writing style. But for all its accessibility and reader friendliness, The Necessary Nature of Future Firms is still firmly grounded in scholarship. Hundreds of authoritative works and systematic studies specifically inform this book, as do Huber′s own studies and his interviews with over 100 middle- and upper-level managers about changes in their organizations. To add meaning and interest, the book′s insights and conclusions are elaborated with real world examples.

Understand the reality of contemporary organizational leadership with the second edition of this thought-provoking textbook. Through an analysis of key theories and topical issues such as innovation, gender, power, ethics and environmental sustainability, the authors deftly illustrate how leadership cannot be extricated from the wider organizational context and why leadership is increasingly seen as a shared endeavour between leaders and followers. The book has been fully updated, with a new introduction discussing the challenges faced by leaders during the Covid-19 pandemic as well as a Foreword by Mary Robinson. NEW to this edition: A new chapter on Team Leadership looks at team dynamics, the role of technology in teamworking and the challenges arising for virtual teams A new chapter on Leadership and Artificial Intelligence covers the rise of AI and big data, and how AI affects the employment relationship and leader-follower relations A new Ethical Spotlight feature in all chapters explores ethical issues faced by leaders and encourages reflection Suitable for undergraduate and postgraduate students studying leadership. John Bratton is Honorary Professor in the Management School at Queen′s University Belfast, Northern Ireland.

Zusammenfassung: This textbook examines how service firms manage their international operations. For the first time, it brings together insights from the fragmented literature on this subject into an accessible textbook. Further, it is unique in its focus on service firms' internationalization and international management. Beginning with an overview of the international environment in which service firms operate, it subsequently describes multinational service firms and their internationalization processes, strategies and organization. Unlike most texts on international services, the book goes beyond internationalization to address the ongoing management of service firms. It not only addresses functions such as global service marketing, financial management and human resource management, but also discusses aspects such as global account management, global service delivery and international project management, as well as the topical issue of managing distributed virtual teams. A dedicated chapter focuses on offshore shared services and business process outsourcing. These chapters are complemented by a discussion on international corporate governance and corporate social responsibility. The book is intended for students preparing for international careers in the service sector. Each chapter includes case studies, illustrations, highlighted definitions, a chapter summary and exercises

Purpose-Driven Innovation is the first book to set out how change management models work in practice in the context of the Sustainable Development Goals (SDGs), an essential primer for all organizations, small and large, public or private, within and outside of the United Nations in the wake of crisis.

As the transformation to hybrid multicloud accelerates, businesses require a structured approach to securing their workloads. Adopting zero trust principles demands a systematic set of practices to deliver secure solutions. Regulated businesses, in particular, demand rigor in the architectural process to ensure the effectiveness of security controls and continued protection. This book provides the first comprehensive method for hybrid multicloud security, integrating proven architectural techniques to deliver a comprehensive end-to-end security method with compliance, threat modeling, and zero trust practices. This method ensures repeatability and consistency in the development of secure solution architectures. Architects will learn how to effectively identify threats and implement countermeasures through a combination of techniques, work products, and a demonstrative case study to reinforce learning. You'll examine: The importance of developing a solution architecture that integrates security for clear communication Roles that security architects perform and how the techniques relate to nonsecurity subject matter experts How security solution architecture is related to design thinking, enterprise security architecture, and engineering How architects can integrate security into a solution architecture for applications and infrastructure using a consistent end-to-end set of practices How to apply architectural thinking to the development of new security solutions About the authors Mark Buckwell is a cloud security architect at IBM with 30 years of information security experience. Carsten Horst with more than 20 years of experience in Cybersecurity is a certified security architect and Associate Partner at IBM. Stefaan Van daele has 25 years experience in Cybersecurity and is a Level 3 certified security architect at IBM.