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The case for innovation and a clear, targeted strategy for planning and implementation that will help small- and medium-sized mature enterprises (SMMEs) thrive through reinvention and renewal. In contrast to large companies, SMMEs are on their own to win or lose in the marketplace. They may lack the relative economies of scale and scope, available to large companies, to understand and invest in innovation. Often they are in a position of sustained disadvantage with no perceived path of renewal. As SMMEs approach maturity, it is common for them to choose to only maintain what they believe to be the safety of maturity attained rather than to opt for a strategy that also includes constant reinvention and renewal. But as Bruce A. Vojak and Walter B. Herbst argue, this path of seemingly least risk and least resistance can be the most detrimental to the company in the long run. The real risk is to not innovate. No-Excuses Innovation makes the case to owners, advisors, executives, and leaders—as well as those in the trenches—of the value of innovation: why it's worthy of investment and what it can do for the health and longevity of a company. This book also details how innovation, and thus reinvention and renewal, can be most effectively and efficiently implemented. With case studies and narrative examples drawn from their time in industry and the academy, the authors present a valuable strategy guide specific to SMMEs and to one of the biggest existential dilemmas they encounter.
There is a complexity paradox that we all need to understand. We humans have a natural inclination towards connection, engagement, and creativity – all necessary skills to thrive in complexity. The problem is that the stress caused by uncertainty and ambiguity makes it difficult to tap into this inclination when we need it the most. This book offers a set of practices that help you not only understand complexity but actually hack into your own nervous system to bring your natural capacities back online. By paying close attention to your body, redefining your emotional experiences, and connecting more deeply to others, you can transform the anxiety, exhaustion, and overwhelm that complexity creates. Better still, as you unleash your natural complexity genius, you create the conditions for those around you to flourish in an uncertain world.
Employers are stepping in to innovate new approaches to training talent that increasingly operates independently of the higher education sector. The value proposition of the college degree, long the most guaranteed route to professional preparation for work, is no longer keeping pace with rapidly evolving skill needs that derive from technological advancements impacting today's work force. If the university system does not engage in responsive restructuring, more and more workplaces will bypass them entirely and, instead, identify alternative sources of training that equip learners with competencies to directly meet dynamic needs. The College Devaluation Crisis makes the case that employers and other learning and development entities are emerging to innovate new approaches to training talent that, at times, relies on the higher education sector, but increasingly operates independently in order to satisfy talent needs more agilely and effectively. Written primarily for managers, the book focuses on case studies from leading companies, including Google, Ernst & Young, and General Assembly, to illustrate their innovative strategies for talent development across varying levels of individual education, age, and background. The book also addresses professionals on the university side, urging readers to consider the question: Will higher education pivot and adapt, or will it resist change and, therefore, be replaced?
The global electronics industry is one of the most innovation-driven and technology-intensive sectors in the contemporary world economy. From semiconductors to end products, complex transnational production and value-generating activities have integrated diverse macro-regions and national economies worldwide into the "interconnected worlds" of global electronics. This book argues that the current era of interconnected worlds started in the early 1990s when electronics production moved from systems dominated by lead firms in the United States, Western Europe, and Japan towards increasingly globalized and cross-macro-regional electronics manufacturing centered in East Asia. By the 2010s, this co-evolution of production network complexity transformed global electronics, through which lead firms from South Korea, Taiwan, and China integrated East Asia into the interconnected worlds of electronics production across the globe. Drawing on literature on the electronics industry, new empirical material comprising custom datasets, and extensive personal interviews, this book examines through a "network" approach the co-evolution of globalized electronics production centered in East Asia across different national economies and sub-national regions. With comprehensive analysis up to 2021, Yeung analyzes the geographical configurations ("where"), organizational strategies ("how"), and causal drivers ("why") of global production networks, setting a definitive benchmark into the dynamic transformations in global electronics and other globalized industries. The book will serve as a crucial resource for academic and policy research, offering a conceptual, empirically driven grounding in the theory of these networks that has become highly influential across the social sciences.
What should South Korean offices look like in a post-hierarchical world? In Supercorporate, anthropologist Michael M. Prentice examines a central tension in visions of big corporate life in South Korea's twenty-first century: should corporations be sites of fair distinction or equal participation? As South Korea distances itself from images and figures of a hierarchical past, Prentice argues that the drive to redefine the meaning of corporate labor echoes a central ambiguity around corporate labor today. Even as corporations remain idealized sites of middle-class aspiration in South Korea, employees are torn over whether they want greater recognition for their work or meaningful forms of cooperation. Through an in-depth ethnography of the Sangdo Group conglomerate, the book examines how managers attempt to perfect corporate social life through new office programs while also minimizing the risks of creating new hierarchies. Ultimately, this book reveals how office life is a battleground for working out the promises and the perils of economic democratization in one of East Asia's most dynamic countries.
A surprising and fascinating look at how Black culture has been leveraged by corporate America. Open the brochure for the Alvin Ailey American Dance Theater, and you'll see logos for corporations like American Express. Visit the website for the Apollo Theater, and you'll notice acknowledgments to corporations like Coca Cola and Citibank. The Martin Luther King, Jr. Memorial and the National Museum of African American History and Culture, owe their very existence to large corporate donations from companies like General Motors. And while we can easily make sense of the need for such funding to keep cultural spaces afloat, less obvious are the reasons that corporations give to them. In Black Culture, Inc., Patricia A. Banks interrogates the notion that such giving is completely altruistic, and argues for a deeper understanding of the hidden transactions being conducted that render corporate America dependent on Black culture. Drawing on a range of sources, such as public relations and advertising texts on corporate cultural patronage and observations at sponsored cultural events, Banks argues that Black cultural patronage profits firms by signaling that they value diversity, equity, and inclusion. By functioning in this manner, support of Black cultural initiatives affords these companies something called "diversity capital," an increasingly valuable commodity in today's business landscape. While this does not necessarily detract from the social good that cultural patronage does, it reveals its secret cost: ethnic community support may serve to obscure an otherwise poor track record with social justice. Banks deftly weaves innovative theory with detailed observations and a discerning critical gaze at the various agendas infiltrating memorials, museums, and music festivals meant to celebrate Black culture. At a time when accusations of discriminatory practices are met with immediate legal and social condemnation, the insights offered here are urgent and necessary.
Design leadership at scale requires leaders who design the design function, establish a thriving environment for the creative team, and shape the design organization to drive progress, advance innovation, and enhance meaningful customer experiences. To examine the foundations of successful design leadership, the authors performed extensive in-depth interviews with design leaders working for Fortune 500 organizations across industries. Based on these insights, Design Leadership Ignited delineates a pathway to design excellence, which includes establishing a forward-looking strategy and an adequate organizational structure for the design function, empowering the design team, and scaling the impact of design across the entire organization. This book takes the position that a core challenge in the journey towards design excellence is the need to recognize and balance the often-contradictory objectives and activities that design leaders encounter. Combining their practitioner experience and research, the authors provide a framework to embrace the complexity of design leadership that will elevate design at scale.
Strategy as Leadership is about making sense of predictable but drastic changes that can alter the relationship between businesses and their competition, posing substantial leadership challenges to senior management teams. Roberto S. Vassolo and Natalia Weisz provide a framework to address and respond to these critical changes by identifying them, describing the inner tensions these changes generate, and providing guidance for their successful navigation. This outside-in approach specifies the salient leadership challenges that executives will face while mobilizing their organizations to respond effectively to competitive and environmental change. This book claims that strategy is leadership as, in this framework, these environmental changes demand shifts in strategic priorities that result in a consistent pattern of resistance. If we know that changes are occurring in the competitive environment, we can soon identify who will be most resistant to the shift in priorities necessary to address the new situation. This book is for senior management teams to enable their organizations' capabilities to adapt and address environmental changes successfully.
Precarious Asia assesses the role of global and domestic factors in shaping precarious work and its outcomes in Japan, South Korea, and Indonesia as they represent a range of Asian political democracies and capitalist economies: Japan and South Korea are now developed and mature economies, while Indonesia remains a lower-middle income country. With their established backgrounds in Asian studies, comparative political economy, social stratification and inequality, and the sociology of work, the authors yield compelling insights into the extent and consequences of precarious work, examining the dynamics underlying its rise. By linking macrostructural policies to both the mesostructure of labor relations and the microstructure of outcomes experienced by individual workers, they reveal the interplay of forces that generate precarious work, and in doing so, synthesize historical and institutional analyses with the political economy of capitalism and class relations. This book reveals how precarious work ultimately contributes to increasingly high levels of inequality and condemns segments of the population to chronic poverty and many more to livelihood and income vulnerability.
Executive development programs have entered a period of rapid transformation, driven by digital disruption and a widening gap between the skills that participants and their organizations demand and those provided by their executive programs. This work delves into the objective functions of the executive development space, analyzes the demand characteristics of the learners and the organizations that pay for the programs, and the ways in which business schools and other providers deliver (or not) on the promises they make regarding skill development and the continued value of learning to the organization. They show how a trio of disruptive forces (disintermediation, disaggregation and decoupling) which have figured prominently in industries disrupted by digitalization,are reshaping the structure of demand for executive development. The authors look at the future of executive development in the era of self-refining algorithms (aka machine learning) and wearable sensors and computers, and offer a compass for making the right choice for CEOs and CLOs who are guiding executive program design. Ultimately, they offer a guide for to optimize the learning production function for both skill acquisition and skill transfer – the two charges that the new skills economy has laid out for any educational enterprise.
Time is of the essence. Climate change looms as a malignant force that will reshape our economy and society for generations to come. If we are going to avoid the worst effects of climate change, we are going to need to effectively "decarbonize" the global economy by 2050. This doesn't mean a modest, or even a drastic, improvement in fuel efficiency standards for automobiles. It means 100 percent of the cars on the road being battery-powered or powered by some other non-carbon-emitting powertrain. It means 100 percent of our global electricity needs being met by renewables and other non-carbon-emitting sources such as nuclear power. It means electrifying the global industrials sector and replacing carbon-intensive chemical processes with green alternatives, eliminating scope-one emissions—emissions in production—across all industries, particularly steel, cement, petrochemicals, which are the backbone of the global economy. It means sustainable farming while still feeding a growing global population. Responding to the existential threat of climate change, Michael Lenox and Rebecca Duff propose a radical reconfiguration of the industries contributing the most, and most harmfully, to this planetary crisis. Disruptive innovation and a particular calibration of industry dynamics will be key to this change. The authors analyze precisely what this might look like for specific sectors of the world economy—ranging from agriculture to industrials and building, energy, and transportation—and examine the possible challenges and obstacles to introducing a paradigm shift in each one. With regards to existent business practices and products, how much and what kind of transformation can be achieved? The authors assert that markets are critical to achieving the needed change, and that they operate within a larger scale of institutional rules and norms. Lenox and Duff conclude with an analysis of policy interventions and strategies that could move us toward clean tech and decarbonization by 2050.
Fully revised, this second edition offers a proven strategy for using ambidexterity to build discontinuous growth for mature organizations, and the flexibility to adapt in fast-changing environments. Why do successful firms find it so difficult to adapt in the face of change – to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing the structures of industries from airlines and medicine to online retail and commercial real estate. Today, leaders in business have an obligation not only to investors but to their employees and communities. At the core of this challenge is helping their organizations to survive in the face of change. The original edition summarized the lessons that the authors as researchers and consultants had learned over the previous two decades. Since then, they have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past five years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from firms such as Microsoft, General Motors, and Amazon, O'Reilly and Tushman illustrate how leaders can align their organization's cultures to fit the needed strategy, and how ideation, incubation, and scaling approaches, when used altogether, can successfully develop new growth businesses.
An extraordinary confluence of forces stemming from automation and digital technologies is transforming both the world of work and the ways we educate current and future employees to contribute productively to the workplace. The Great Skills Gap opens with the premise that the exploding scope and pace of technological innovation in the digital age is fast transforming the fundamental nature of work. Due to these developments, the skills and preparation that employers need from their talent pool are shifting. The accelerated pace of evolution and disruption in the competitive business landscape demands that workers be not only technically proficient, but also exceptionally agile in their capacity to think and act creatively and quickly learn new skills. This book explores how these transformative forces are—or should be—driving innovations in how colleges and universities prepare students for their careers. Focused on the impact of this confluence of forces at the nexus of work and higher education, the book's contributors—an illustrious group of leading educators, prominent employers, and other thought leaders—answer profound questions about how business and higher education can best collaborate in support of the twenty-first century workforce.
This book offers the first introduction to the concepts, theories, and applications of pricing and revenue optimization. From the initial success of "yield management" in the commercial airline industry down to more recent successes of markdown management and dynamic pricing, the application of mathematical analysis to optimize pricing has become increasingly important across many different industries. But, since pricing and revenue optimization has involved the use of sophisticated mathematical techniques, the topic has remained largely inaccessible to students and the typical manager. With methods proven in the MBA courses taught by the author at Columbia and Stanford Business Schools, this book presents the basic concepts of pricing and revenue optimization in a form accessible to MBA students, MS students, and advanced undergraduates. In addition, managers will find the practical approach to the issue of pricing and revenue optimization invaluable. With updates to every chapter, this second edition covers topics such as estimation of price-response functions and machine-learning-based price optimization. New discussions of applications of dynamic pricing and revenue management by companies such as Amazon, Uber, and Disney, and in industries such as sports, theater, and electric power, are also included. In addition, the book provides current coverage of important applications such as revenue management, markdown management, customized pricing, and the behavioral economics of pricing.
This book offers a direct, actionable plan CMOs can use to map out initiatives that are properly sequenced and designed for success—regardless of where their marketing organization is in the process. The authors pose the following critical questions to marketers: (1) How should modern marketers be thinking about artificial intelligence and machine learning? and (2) How should marketers be developing a strategy and plan to implement AI into their marketing toolkit? The opening chapters provide marketing leaders with an overview of what exactly AI is and how is it different than traditional computer science approaches. Venkatesan and Lecinski, then, propose a best-practice, five-stage framework for implementing what they term the "AI Marketing Canvas." Their approach is based on research and interviews they conducted with leading marketers, and offers many tangible examples of what brands are doing at each stage of the AI Marketing Canvas. By way of guidance, Venkatesan and Lecinski provide examples of brands—including Google, Lyft, Ancestry.com, and Coca-Cola—that have successfully woven AI into their marketing strategies. The book concludes with a discussion of important implications for marketing leaders—for your team and culture.
Business leaders have tremendous power to influence our society, how it operates, whether it is fair, and the extent to which it impacts the environment. And yet, we do not recognize or call out the responsibility that comes with that power. This book is meant to challenge future business leaders to think differently about their career, its purpose, and its value as a calling or vocation, one that is in service to society. Its message is for current and prospective business students, business leaders thinking anew about the role of business in society, and the business educators that train all these people. We face great challenges as a society today, from environmental problems like climate change and habitat destruction, to social problems like income inequality, unemployment, lack of a living wage, and poor access to affordable health care and education. Solutions to these challenges must come from the market (as comprised of corporations, the government, and nongovernmental organizations, as well as the many stakeholders in market transaction, such as the consumers, suppliers, buyers, insurance companies, and banks), the most powerful institution on earth, and from business, which is the most powerful entity within it. Though government is an important and vital arbiter of the market, business is the force that transcends national boundaries, possessing resources that exceed those of many nations. Business is responsible for producing the buildings that we live and work in, the food we eat, the clothes we wear, the forms of mobility we employ, and the energy that propels us. This does not mean that only business can generate solutions or that there is no role for government, but with its unmatched powers of ideation, production, and distribution, business is positioned to bring the change we need at the scale we need it. Without business, the solutions will remain elusive. Indeed, if there are no solutions coming from the market, there will be no solutions. And without visionary and service-oriented leaders, business will never even try to find them.
Society and democracy are ever threatened by the fall of fact. Rigorous analysis of facts, the hard boundary between truth and opinion, and fidelity to reputable sources of factual information are all in alarming decline. A 2018 report published by the RAND Corporation labeled this problem "truth decay" and Andrew J. Hoffman lays the challenge of fixing it at the door of the academy. But, as he points out, academia is prevented from carrying this out due to its own existential crisis—a crisis of relevance. Scholarship rarely moves very far beyond the walls of the academy and is certainly not accessing the primarily civic spaces it needs to reach in order to mitigate truth corruption. In this brief but compelling book, Hoffman draws upon existing literature and personal experience to bring attention to the problem of academic insularity—where it comes from and where, if left to grow unchecked, it will go—and argues for the emergence of a more publicly and politically engaged scholar. This book is a call to make that path toward public engagement more acceptable and legitimate for those who do it; to enlarge the tent to be inclusive of multiple ways that one enacts the role of academic scholar in today's world.
The global rise of neoliberalism since the 1970s is widely seen as a dynamic originating in the United States and the United Kingdom, and only belatedly and partially repeated by Germany. From this Anglocentric perspective, Germany's emergence at the forefront of neoliberal reforms in the eurozone is perplexing, and tends to be attributed to the same forces conventionally associated with the Anglo-American pioneers. This book challenges this ruling narrative conceptually and empirically. It recasts the genesis of neoliberalism as a process driven by a plenitude of actors, ideas, and interests. And it lays bare the pragmatic reasoning and counterintuitive choices of German crisis managers that are obscured by this master story. Drawing on extensive original archival research, this book argues that German officials did not intentionally set out to promote neoliberal change. Instead they were more intent on preserving Germany's export markets and competitiveness in order to stabilize the domestic compact between capital and labor. Nevertheless, the series of measures German policy elites took to manage the end of golden-age capitalism promoted neoliberal transformation in crucial respects: it destabilized the Bretton Woods system; it undermined socialist and social democratic responses to the crisis in Europe; it frustrated an internationally coordinated Keynesian reflation of the world economy; and ultimately it helped push the US into the Volcker interest-rate shock that inaugurated the attack on welfare and labor under Reagan and Thatcher. From this vantage point, the book illuminates the very different rationale behind the painful reforms German state managers have demanded of their indebted eurozone partners.
In the last decade, research on negative social evaluations, from adverse reputation to extreme stigmatization, has burgeoned both at the individual and organizational level. Thus far, this research has largely focused on major corporate risks. Corporate public relations and business executives intuitively know that a negative image deters important relationships—from customers and partners, to applicants, stakeholders, and potential funding. At the same time, business is conducted in an age of heightened connection, including digital platforms for criticism and a 24-hour news cycle. Executives know that some degree of public disapproval is increasingly unavoidable. Negative social evaluations can also put social actors on the map. In the era of identity politics, many political leaders express controversial views to appeal to specific audiences and gain in popularity. Through network and signaling effects, being controversial can potentially pay off. Thomas J. Roulet offers a framework for understanding not only how individuals and organizations can survive in an age of increasing scrutiny, but how negative social evaluations can surprisingly yield positive results. A growing body of work has begun to show that being "up against the rest" is an active driver of corporate identity, and that firms that face strong public hostility can benefit from internal bonding. Synthesizing this work with his original research, and drawing comparisons to work on misconduct and scandals, Roulet addresses an important gap by providing a broader perspective to link the antecedents and consequences of negative social evaluations. Moreover, he reveals the key role that audiences play in assessing these consequences, whether positive or negative, and the crucial function of media in establishing conditions in which public disapproval can bring positive results. Examples and cases cover Uber and Google, Monsanto, Electronic Arts, and the investment banking industry during the financial crisis.
Today, social media offers an alternative broadcast and communication medium for nonprofit advocacy organizations. At the same time, social media ushers in a "noisy" information era that renders it more difficult for nonprofits to make their voices heard. This book seeks to unpack the prevalence, mechanisms, and ramifications of a new model for nonprofit advocacy in a social media age. The keyword for this new model is attention. Advocacy always starts with attention: when an organization speaks out on a cause, it must ensure that it has an audience and that its voice is heard by that audience; it must ensure that current and potential supporters are paying attention to what it has to say before expecting more tangible outcomes. Yet the organization must also ensure that advocacy does not end with attention: attention should serve as a springboard to something greater. The authors elaborate how attention fits into contemporary organizations' advocacy work and explain the key features of social media that are driving the quest for attention. Developing conceptual models, they explain why some organizations and messages gain attention while others do not. Lastly, the book explores how organizations are weaving together online and offline efforts to deliver strategic advocacy outcomes.
After two decades of reinvention, Japanese companies are re-emerging as major players in the new digital economy. They have responded to the rise of China and new global competition by moving upstream into critical deep-tech inputs and advanced materials and components. This new "aggregate niche strategy" has made Japan the technology anchor for many global supply chains. Although the end products do not carry a "Japan Inside" label, Japan plays a pivotal role in our everyday lives across many critical industries. This book is an in-depth exploration of current Japanese business strategies that make Japan the world's third-largest economy and an economic leader in Asia. To accomplish their reinvention, Japan's largest companies are building new processes of breakthrough innovation. Central to this book is how they are addressing the necessary changes in organizational design, internal management processes, employment, and corporate governance. Because Japan values social stability and economic equality, this reinvention is happening slowly and methodically, and has gone largely unnoticed by Western observers. Yet, Japan's more balanced model of "caring capitalism" is both competitive and transformative, and more socially responsible than the unbridled growth approach of the United States.
A riveting look at the real reasons Americans feel inadequate in the face of their dreams, and a call to celebrate how we support one another in the service of family and work in our daily life. Jay's days are filled with back-to-back meetings, but he always leaves work in time to pick his daughter up from swimming at 7pm, knowing he'll be back on his laptop later that night. Linda thinks wistfully of the treadmill in her garage as she finishes folding the laundry that's been in the dryer for the last week. Rebecca sits with one child in front of a packet of math homework, while three others clamor for her attention. In Dreams of the Overworked, Christine M. Beckman and Melissa Mazmanian offer vivid sketches of daily life for nine families, capturing what it means to live, work, and parent in a world of impossible expectations, now amplified unlike ever before by smart devices. We are invited into homes and offices, where we recognize the crushing pressure of unraveling plans, and the healing warmth of being together. Moreover, we witness the constant planning that goes into a "good" day, often with the aid of phones and apps. Yet, as technologies empower us to do more, they also promise limitless availability and connection. Checking email on the weekend, monitoring screen time, and counting steps are all part of the daily routine. The stories in this book challenge the seductive myth of the phone-clad individual, by showing that beneath the plastic veneer of technology is a complex, hidden system of support—our dreams being scaffolded by retired in-laws, friendly neighbors, spouses, and paid help. This book makes a compelling case for celebrating the structures that allow us to strive for our dreams, by supporting public policies and community organizations, challenging workplace norms, reimagining family, and valuing the joy of human connection.
Dispute System Design walks readers through the art of successfully designing a system for preventing, managing, and resolving conflicts and legally-framed disputes. Drawing on decades of expertise as instructors and consultants, the authors show how dispute systems design can be used within all types of organizations, including business firms, nonprofit organizations, and international and transnational bodies. This book has two parts: the first teaches readers the foundations of Dispute System Design (DSD), describing bedrock concepts, and case chapters exploring DSD across a range of experiences, including public and community justice, conflict within and beyond organizations, international and comparative systems, and multi-jurisdictional and complex systems. This book is intended for anyone who is interested in the theory or practice of DSD, who uses or wants to understand mediation, arbitration, court trial, or other dispute resolution processes, or who designs or improves existing processes and systems.
This book examines how a society that is trapped in stagnation might initiate and sustain economic and political development. In this context, progress requires the reform of existing arrangements, along with the complementary evolution of informal institutions. It involves enhancing state capacity, balancing broad avenues for political input, and limiting concentrated private and public power. This juggling act can only be accomplished by resolving collective-action problems (CAPs), which arise when individuals pursue interests that generate undesirable outcomes for society at large. Merging and extending key perspectives on CAPs, inequality, and development, this book constructs a flexible framework to investigate these complex issues. By probing four basic hypotheses related to knowledge production, distribution, power, and innovation, William D. Ferguson offers an analytical foundation for comparing and evaluating approaches to development policy. Navigating the theoretical terrain that lies between simplistic hierarchies of causality and idiosyncratic case studies, this book promises an analytical lens for examining the interactions between inequality and development. Scholars and researchers across economic development and political economy will find it to be a highly useful guide.
An essential guide for finance managers to leverage advanced technology in long-term investing. Institutional Investors underpin our capitalist world, and could play a major role in addressing some of the greatest challenges to society such as climate change, the ballooning wealth gap, declining infrastructure, aging populations, and the need for stable funding for the sciences and arts. Advanced technology can help institutional Investors deliver the funds needed to tackle these grave challenges. The Technologized Investor is a practical guide showing how institutional Investors can gain the capabilities for deep innovation by reorienting their strategies and organizations around advanced technology. It dissects why technology has historically failed institutional Investors and recommends realistic changes that they can make to unlock technological superpowers. Grounded in the actual experiences of institutional Investors from around the globe, it's a unique reference manual for practitioners on how to reboot their organizations for long-term performance. The book walks readers through many detailed frameworks for analyzing how well new technologies fit with their organization's goals and resources, as well as how to make the organization itself more robust to technological change. It also envisions the ways that the durable empowerment of institutional Investors enables them to achieve their long-term objectives. Based on first-hand empirical analysis, the book will help institutional Investors to rethink their perspectives on the role of technology in their organizations, and the future possibilities it can unlock.
The nonprofit sector has changed in fundamental ways in recent decades. As the sector has grown in scope and size, both domestically and internationally, the boundaries between for-profit, governmental, and charitable organizations have become intertwined. Nonprofits are increasingly challenged on their roles in mitigating or exacerbating inequality. And debates flare over the role of voluntary organizations in democratic and autocratic societies alike. The Nonprofit Sector takes up these concerns and offers a cutting-edge empirical and theoretical assessment of the state of the field. This book, now in its third edition, brings together leading researchers—economists, historians, philosophers, political scientists, and sociologists along with scholars from communication, education, law, management, and policy schools—to investigate the impact of associational life. Chapters consider the history of the nonprofit sector and of philanthropy; the politics of the public sphere; governance, mission, and engagement; access and inclusion; and global perspectives on nonprofit organizations. Across this comprehensive range of topics, The Nonprofit Sector makes an essential contribution to the study of civil society.
To succeed in the face of disruptive competition, companies will need to harness the power of a wide range of partners who can bring different skills, experience, capacity, and their own networks to the task. With the advent of new technologies, rapidly changing customer needs, and emerging competitors, companies across more and more industries are seeing their time-honored ways of making money under threat. In this book, Arnoud De Meyer and Peter J. Williamson explain how business can meet these challenges by building a large and dynamic ecosystem of partners that reinforce, strengthen, and encourage innovation in the face of ongoing disruption. While traditional companies know how to assemble and manage supply chains, leading the development of a vibrant ecosystem requires a different set of capabilities. Ecosystem Edge illustrates how executives need to leave notions of command and control behind in favor of strategies that will attract partners, stimulate learning, and promote the overall health of the network. To understand the practical steps executives can take to achieve this, the authors focus on eight core examples that cross industries and continents: Alibaba Group, Amazon.com, ARM, athenahealth, Dassault Systèmes S.E., The Guardian, Rolls-Royce, and Thomson Reuters. By following the principles outlined in this book, leaders can learn how to unlock rapid innovation, tap into new and original sources of value, and practice organizational flexibility. As a result, companies can gain the ecosystem edge, a key advantage in responding to the challenges of disruption that business sees all around it today.
Permanent Revolution concisely describes the development and workings of capitalism and its influence on the broader society. In the developed world—Europe, North America, and parts of East Asia—capitalism is ubiquitous, and as such, often taken for granted. Discussion usually focuses on specific aspects of the system that individuals appreciate or dislike, ignoring the larger picture. The notion of millennials denouncing capitalism on Facebook and Twitter—products of capitalist development—is a caricature that is eerily close to reality. In this book, Wyatt Wells examines the development of economic innovation, the role of financial markets, the business cycle, the ways markets operate, and the position of labor in capitalist economies, as well as the effects of capitalism on law, politics, religion, and even the arts. This discussion is grounded in history, though it does make use of economic theory. As a result, the book sometimes approaches topics from an unconventional direction. For instance, it notes that financial markets not only pool and allocate the resources of savers—the role ascribed to them in conventional economics textbooks—but they also discipline enterprises, punishing those unable to meet prescribed financial standards. Permanent Revolution ranges broadly, delving into how capitalism reshapes the broader society. The system creates wealth in new and, often, unexpected places, and it constantly moves people physically and socially. The result revolutionizes society. Traditional structures based on deference and long experience gradually collapse because they no longer correspond to social reality. Capitalist societies must devise ways to accommodate perpetual change in politics, religion, and society. Much of the diversity, liberty, and flexibility we associate with modern society are the product of capitalist development.
During the 2016 presidential election, both Donald Trump and Bernie Sanders argued that elites were hurting the economy. But, drawing together evidence and theory from across economics, political science, and even finance, Garett Jones says otherwise. In 10% Less Democracy, he makes the case that the richest, most democratic nations would be better off if they slightly reduced accountability to the voting public, turning up the dial on elite influence. To do this, Jones builds on three foundational lines of evidence in areas where he has personal experience. First, as a former staffer in the U.S. Senate, he saw how senators voted differently as elections grew closer. Second, as a macroeconomist, Jones knows the merits of "independent" central banks, which sit apart from the political process and are controlled by powerful insiders. The consensus of the field is that this detached, technocratic approach has worked far better than more political and democratic banking systems. Third, his previous research on the effects of cognitive skills on political, social, and economic systems revealed many ways in which well-informed voters improve government. Discerning repeated patterns, Jones draws out practical suggestions for fine-tuning, focusing on the length of political terms, the independence of government agencies, the weight that voting systems give to the more-educated, and the value of listening more closely to a group of farsighted stakeholders with real skin in the game—a nation's sovereign bondholders. Accessible to political news junkies while firmly rooted and rigorous, 10% Less Democracy will fuel the national conversation about what optimal government looks like.
Institutional review boards (IRBs) are panels charged with protecting the rights of humans who participate in research studies ranging from biomedicine to social science. Regulating Human Research provides a fresh look at these influential and sometimes controversial boards, tracing their historic transformation from academic committees to compliance bureaucracies: non-governmental offices where specialized staff define and apply federal regulations. In opening the black box of contemporary IRB decision-making, author Sarah Babb argues that compliance bureaucracy is an adaptive response to the dynamics and dysfunctions of American governance. Yet this solution has had unforeseen consequences, including the rise of a profitable ethics review industry.
Almost 15 years ago, in The World is Flat, Thomas Friedman popularized the latest wave of globalization as a world of giant corporate supply chains that tripled world trade between 1990 and 2010. Major corporations such as Apple, Dell, and GE offshored manufacturing to low-cost economies; China became the world's factory, mass-producing and exporting computers and gadgets to Western shoppers. This paradigm of globalization has dominated global trade policy-making and guided hundreds of billions of dollars in business investments and development spending for almost three decades. But we are now on the cusp of a new era. Revolutionizing World Trade argues that technologies such as ecommerce, 3D printing, 5G, the Cloud, blockchain, and artificial intelligence are revolutionizing the economics of trade and global production, empowering businesses of all sizes to make, move, and market products and services worldwide and with greater ease than ever before. The twin forces of digitization and trade are changing the patterns, players, politics, and possibilities of world trade, and can reinvigorate global productivity growth. However, new policy challenges and old regulatory frameworks are stifling the promise of this most dynamic, prosperous, and inclusive wave of globalization yet. This book uses new empirical evidence and policy experiences to examine the clash between emerging possibilities in world trade and outdated policies and institutions, offering several policy recommendations for navigating these obstacles to catalyze growth and development around the world.
For many years, there has been quite a bit of talk about employee engagement as a means to lift corporate profits and reduce absenteeism and turnover. However, this talk has not produced better companies. In fact, the evidence shows that incivility and instances of employee abuse are getting worse. Additionally, with profit as the primary goal of organizations, most employees view any benign treatment they receive as a secondary convenience that will dissipate once corporate fortunes decline. That is, many employees still believe they are expendable in the eyes of their employers. This book turns that equation around by examining the practices of twenty-one companies that put the interests and needs of employees first. Profits are necessary but insufficient for corporate health. The companies featured in this book see it as their mission to offer people a better, more fulfilling life for themselves, and assist with that holistic journey by providing the organizational elements people need to reach their potential. They do this first by creating respectful and kind cultures that treat every person as an equal, sentient partner in the success of the company. Second, they diligently work to satisfy people's basic needs: financial security, belonging, meaning, autonomy, self-acceptance, self-confidence, and growth. The result is a web of fellow-feeling: earnest affection among people who feverishly work to live up to both the high standards of the institution and their obligations to one another. By providing a place where people can do their best work and thrive as individuals and as members of a cohesive community, everyone profits.
CEOs regularly identify strategic execution as their biggest challenge, and the top priority facing today's business leaders. Based on their research with senior executives across a variety of industries—and including firms like Marriott, Microsoft, SunTrust, UPS, and Vail Resorts—Kenneth J. Carrig and Scott A. Snell have distilled the elements that are most critical for execution. This book addresses the challenges of execution, why it matters, and why the approach remains elusive. It introduces an integrated framework for understanding four priorities underlying execution excellence. Ultimately, it all comes down to alignment, agility, ability, and architecture. The authors lay out a process for applying the framework, helping business leaders to diagnose their challenges and to determine their path toward breakthrough performance.
Companies are increasingly facing intense pressures to address stakeholder demands from every direction: consumers want socially responsible products; employees want meaningful work; investors now screen on environmental, social, and governance criteria; "clicktivists" create social media storms over company missteps. CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. How can companies respond while avoiding simple "greenwashing" or "pinkwashing"? This book lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs, innovating around them or even thriving within them. Suggesting that the shared-value mindset may actually get in the way of progress, bestselling author Sarah Kaplan shows in The 360° Corporation how trade-offs, rather than being confusing or problematic, can actually be the source of organizational resilience and transformation.
In this new book, Frederick Chavalit Tsao and Chris Laszlo argue that current approaches to leadership fail to produce positive outcomes for either businesses or the communities they serve. Employee disengagement and customer fickleness remain high, resulting in a lack of creativity and collaboration at all levels of entrepreneurial activity. Investor demand for Environmental, Social, and Governance (ESG) continues to be poorly integrated into profit strategies. Drawing on extensive research, this book shows how changing a person's consciousness is the most powerful lever for unlocking his or her leadership potential to create wealth and serve humankind. A wide range of practices of connectedness provide the keys. The journey to higher consciousness changes people at a deep intuitive level, combining embodied experience with analytic-cognitive skill development. Tsao and Laszlo show how leaders who pursue this journey are more likely to flourish with significant benefits to both business and society. These include greater creativity and collaboration along with an increased capability to inspire people and produce lasting change. Readers will come away with a deep understanding of quantum leadership and the day-to-day practices that can help them achieve greater effectiveness and wellbeing at work.
The social sector is undergoing a major transformation. We are witnessing an explosion in efforts to deliver social change, a burgeoning impact investing industry, and an unprecedented intergenerational transfer of wealth. Yet we live in a world of rapidly rising inequality, where social sector services are unable to keep up with societal need, and governments are stretched beyond their means. Alnoor Ebrahim addresses one of the fundamental dilemmas facing leaders as they navigate this uncertain terrain: performance measurement. How can they track performance towards worthy goals such as reducing poverty, improving public health, or advancing human rights? What results can they reasonably measure and legitimately take credit for? This book tackles three core challenges of performance faced by social enterprises and nonprofit organizations alike: what to measure, what kinds of performance systems to build, and how to align multiple demands for accountability. It lays out four different types of strategies for managers to consider—niche, integrated, emergent, and ecosystem—and details the types of performance measurement and accountability systems best suited to each. Finally, this book examines the roles of funders such as impact investors, philanthropic foundations, and international aid agencies, laying out how they can best enable meaningful performance measurement.
Entrepreneurial Finance: Venture Capital, Deal Structure & Valuation, Second Edition illustrates how the theory and methods of finance and economics can be used to guide strategic decision-making. This text prepares readers for a variety of situations that confront stakeholders in the rapidly evolving fields of entrepreneurial finance and venture capital, outlining ways to think from the investor's and entrepreneur's perspectives. Readers will find a unique and direct focus on value creation as the objective of each strategic and financial choice. The authors specifically address the influences of risk and uncertainty on new venture success and investment performance, devoting substantial attention to methods of financial modeling and contract design. Finally, they provide a comprehensive survey of approaches to new venture valuation, with an emphasis on applications. The second edition is thoroughly revised to reflect new data, research, and changes in practice in this fast-moving field. It has an increased focus on venture capital, while maintaining its hallmark coverage of the financial aspects of entrepreneurship. Updates throughout address technological changes that have the potential to dramatically change the landscape for finance, such as recent innovations in contracting for early-stage ventures, artificial intelligence and machine learning, and Internet connectivity. Lastly, the book offers a companion website with a useful suite of resources for students and instructors alike, including spreadsheets, templates, simulation applications, and interactive cases and tutorials.
The biomedical industry, which includes biopharmaceuticals, genomics and stem cell therapies, and medical devices, is among the fastest growing worldwide. While it has been an economic development target of many national governments, Asia is currently on track to reach the epicenter of this growth. What accounts for the rapid and sustained economic growth of biomedicals in Asia? To answer this question, Kathryn Ibata-Arens integrates global and national data with original fieldwork to present a conceptual framework that considers how national governments have managed key factors, like innovative capacity, government policy, and firm-level strategies. Taking China, India, Japan, and Singapore in turn, she compares each country's underlying competitive advantages. What emerges is an argument that countries pursuing networked technonationalism (NTN) effectively upgrade their capacity for innovation and encourage entrepreneurial activity in targeted industries. In contrast to countries that engage in classic technonationalism—like Japan's developmental state approach—networked technonationalists are global minded to outside markets, while remaining nationalistic within the domestic economy. By bringing together aggregate data at the global and national level with original fieldwork and drawing on rich cases, Ibata-Arens telegraphs implications for innovation policy and entrepreneurship strategy in Asia—and beyond.
Financial market bubbles are recurring, often painful, reminders of the costs and benefits of capitalism. While many books have studied financial manias and crises, most fail to compare times of turmoil with times of stability. In Bubbles and Crashes, Brent Goldfarb and David A. Kirsch give us new insights into the causes of speculative booms and busts. They identify a class of assets—major technological innovations—that can, but does not necessarily, produce bubbles. This methodological twist is essential: Only by comparing similar events that sometimes lead to booms and busts can we ascertain the root causes of bubbles. Using a sample of eighty-eight technologies spanning 150 years, Goldfarb and Kirsch find that four factors play a key role in these episodes: the degree of uncertainty surrounding a particular innovation, the attentive presence of novice investors, the opportunity to directly invest in companies that specialize in the technology, and whether or not a technology is a good protagonist in a narrative. Goldfarb and Kirsch consider the implications of their analysis for technology bubbles that may be in the works today, offer tools for investors to identify whether a bubble is happening, and propose policy measures that may mitigate the risks associated with future speculative episodes.
Author and consultant Jennifer Garvey Berger has worked with all types of leaders—from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?" Her newest work is an answer to this plea. Using her background in adult development, complexity theories, and leadership consultancy, Garvey Berger discerns five pernicious and pervasive "mind traps" to frame the book. These are: the desire for simple stories, our sense that we are right, our desire to get along with others in our group, our fixation with control, and our constant quest to protect and defend our egos. In addition to understanding why these natural impulses steer us wrong in a fast-moving world, leaders will get powerful questions and approaches that help them escape these patterns.
After two decades of research on founders, a best-selling book on the subject, and experience teaching and mentoring thousands of students in this field, Noam Wasserman is a prominent authority on startups. Hearing from countless readers and students that his insights helped them with important life decisions, beyond the incubator and boardroom, Wasserman brings us a new book that applies to everyday life his research on the methods of successful startup founders. Like entrepreneurs, we all deal with uncertainty, tough decision-making, and necessary problem-solving. Whether we freelance or work for large organizations, whether we're married or single, have kids or not, we must be able to think on our feet, assess risks and opportunities, and recruit others to help us navigate them. This book offers important advice for envisioning change in our lives—from contemplating the next step in a relationship to making a radical career move—and managing changes to which we've already committed. We can learn to recognize our own well-worn patterns and keep our tendencies and habits in check, recruit a personal taskforce—our own board of directors—to advise us, and plan ahead for growth. With his extensive database of entrepreneurship case studies—from Pandora to Twitter to Nike—complemented with data on 20,000 founders, Wasserman is able to go deeply into the entrepreneurial mindset and show us how startups provide specific lessons for crafting our most successful lives.
The global race for talent is on, with countries and businesses competing for the best and brightest. Talented individuals migrate much more frequently than the general population, and the United States has received exceptional inflows of human capital. This foreign talent has transformed U.S. science and engineering, reshaped the economy, and influenced society at large. But America is bogged down in thorny debates on immigration policy, and the world around the United States is rapidly catching up, especially China and India. The future is quite uncertain, and the global talent puzzle deserves close examination. To do this, William R. Kerr uniquely combines insights and lessons from business practice, government policy, and individual decision making. Examining popular ideas that have taken hold and synthesizing rigorous research across fields such as entrepreneurship and innovation, regional advantage, and economic policy, Kerr gives voice to data and ideas that should drive the next wave of policy and business practice. The Gift of Global Talent deftly transports readers from joyous celebrations at the Nobel Prize ceremony to angry airport protests against the Trump administration's travel ban. It explores why talented migration drives the knowledge economy, describes how universities and firms govern skilled admissions, explains the controversies of the H-1B visa used by firms like Google and Apple, and discusses the economic inequalities and superstar firms that global talent flows produce. The United States has been the steward of a global gift, and this book explains the huge leadership decision it now faces and how it can become even more competitive for attracting tomorrow's talent. Please click here to learn more about the book.
In a political climate that is skeptical of hard-to-measure outcomes, public funding for research universities is under threat. But if we scale back support for these institutions, we also cut off a key source of value creation in our economy and society. Research Universities and the Public Good offers a unique view of how universities work, what their purpose is, and why they are important. Countering recent arguments that we should "unbundle" or "disrupt" higher education, Jason Owen-Smith argues that research universities are valuable gems that deserve support. While they are complex and costly, their enduring value is threefold: they simultaneously act as sources of new knowledge, anchors for regional and national communities, and hubs that connect disparate parts of society. These distinctive features allow them, more than any other institution, to innovate in response to new problems and opportunities. Presenting numerous case studies that show how research universities play these three roles and why they matter, this book offers a fresh and stirring defense of the research university.
In Leading Matters, current Chairman of Alphabet (Google's parent company), former President of Stanford University, and "Godfather of Silicon Valley," John L. Hennessy shares the core elements of leadership that helped him become a successful tech entrepreneur, esteemed academic, and venerated administrator. Hennessy's approach to leadership is laser-focused on the journey rather than the destination. Each chapter in Leading Matters looks at valuable elements that have shaped Hennessy's career in practice and philosophy. He discusses the pivotal role that humility, authenticity and trust, service, empathy, courage, collaboration, innovation, intellectual curiosity, storytelling, and legacy have all played in his prolific, interdisciplinary career. Hennessy takes these elements and applies them to instructive stories, such as his encounters with other Silicon Valley leaders including Jim Clark, founder of Netscape; Condoleezza Rice, former U.S. Secretary of State and Stanford provost; John Arrillaga, one of the most successful Silicon Valley commercial real estate developers; and Phil Knight, founder of Nike and philanthropist with whom Hennessy cofounded Knight-Hennessy Scholars at Stanford University. Across government, education, commerce, and non-profits, the need for effective leadership could not be more pressing. This book is essential reading for those tasked with leading any complex enterprise in the academic, not-for-profit, or for-profit sector.
Philanthropy is a booming business, with hundreds of billions of dollars committed to the social sector each year. Money Well Spent, an award-winning guide on how to structure philanthropy so that it really makes a difference, offers a comprehensive and crucial resource for individual donors, foundations, non-profits, and scholars who focus on and teach others about this realm. Behind every successful grant is a smart strategy. Paul Brest and Hal Harvey draw on the experiences of hundreds of foundations and non-profits to explain how to deliver on every dollar. They present the essential tools to help readers create and test effective plans for achieving demonstrable results. Brest and Harvey tackle thorny issues, such as how to choose among different forms of funding, how to measure progress, and when to abandon a project that isn't working. The second edition accounts for a decade of progress: a rise in impact investing, the advent of pay-for-success programs, the maturation of impact evaluation, and the emergence of a new generation of mega-donors. Today, the notion of results-driven philanthropy is more important than ever. With this book, the social sector has the techniques it needs to deliver on that idea with impact.
The market for green products has expanded rapidly over the last decade, but most consumers need something more than eco-benefits to motivate their purchases. Magali A. Delmas and David Colgan argue that many green products now offer the total package—a "green bundle" that checks the environmental box, but also offers improved performance, health benefits, savings, and status. To help consumers cut through the noise and make their best decisions, we need new strategies. The Green Bundle offers some of the best and most effective communication techniques for pushing consumers in the right direction. Framing product benefits to motivate behavior is the key. Combining insights from sustainable business and behavioral economics, Delmas and Colgan show managers how to lead buyers from information to action. If you are looking to win over the convenient consumer or understand how companies can create the next tipping point in green consumption, this is the research-based, practical guide for you.
In the wake of the 2008 financial crisis, it became apparent that pricing loans in a way that is profitable for lenders and sensitive to risk is anything but simple. Increasingly, lenders are following the lead of other retailers by segmenting their market and more precisely targeting customers. To do this successfully, lenders must engage analytic approaches, such as machine learning and optimization, in setting prices for each segment. Robert L. Phillips worked with major banks and financial services companies for more than a decade to help them improve their pricing capabilities. This book draws on his experience, as well as the latest academic research, to demonstrate how lenders can apply the proven techniques of price optimization to responsibly improve the profitability of their loans. It is a go-to resource for academics and professionals alike, particularly lenders who are looking for ways to do better business in an increasingly competitive (and regulated) market.
It is estimated that approximately seventy percent of organizations fail in their attempts to implement transformative change. This book will help lessen that rate. Using real-world examples, Bruce J. Avolio maps four states of change that any organization must go through: identifying and recognizing, initiating, emerging and impending, and institutionalizing new ways of operating. Each state is described in detail, as are the leadership qualities necessary to solidify and transition from one to the next. These "in-between moments" are an often-overlooked key to organizational transformation. So too is the fact that organizational change happens one individual at a time. For transformation to take root, each person must shift his or her sense of self at work and the role that he or she plays in the transforming organization. Intended as a road map, rather than a "how-to" manual with fixed procedures, Organizational Transformation will help leaders to locate their organization's position on a continuum of progress and confidently navigate planned, whole-systems change, overcoming the challenges of growing from and adjusting to watershed moments.
Increasingly, business leaders are tasked with developing new products, services, and business models that minimize environmental impact while driving economic growth. It's a tall order—and a call that is only getting louder. In Can Business Save the Earth?, Michael Lenox and Aaron Chatterji explain just how the private sector can help. Many believe that markets will inevitably demand sustainable practices and force them to emerge. But Lenox and Chatterji see it differently. Based on more than a decade of research and work with companies, they argue that a bright green future is only possible with dramatic innovation across multiple sectors at the same time. To achieve this, a broader ecosystem of players—including inventors, executives, customers, investors, activists, and governments—all must play a role. The book outlines how and the extent to which each group can serve as a driver of green growth. Then, Lenox and Chatterji identify where economic incentives currently exist, or could exist with institutional change, and ultimately address the larger question of how far well-coordinated efforts can take us in addressing the current environmental crisis.
Tackling Wicked Problems in Complex Ecologies is a call to action, focusing on the role that evaluators can play in addressing social and economic problems. Evaluation extends beyond theories and methods, encompassing a range of proven approaches for addressing ecological complexities that drive inequities around the globe. Bringing together leading thinkers and problem-solvers, this collection traverses the range of contexts at the frontiers of the field—from inadequate food supply and housing to unemployment and poverty. Editors Rodney Hopson and Fiona Cram demonstrate the effects of an engaged approach to evaluation, in which three considerations take center stage: its relevance, the relationships it engenders, and the responsibilities it requires. This is a handbook for tackling the social and economic problems of the twenty-first century which, though wicked, are amenable to the tools of the trade.
As a field, human resources has been slow to evolve, despite a great need and opportunity for change. Human Resource Excellence delivers the newest findings about what makes HR successful and how it can add value to today's organizations. Tracing changes in a global sample of firms across the US, Europe, and Asia, this landmark volume provides an international benchmark against which to measure a company's HR practice. For over twenty years, USC's Center for Effective Organizations has conducted the definitive longitudinal study of the human resource management function. Analyzing new data every three years, the Center charts changes in HR and offers guidance on how human resource professionals can drive firm performance. In this latest survey, Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic role, makes use of information technology, and has tangible metrics and analytics. Their insights offer an essential understanding of HR's changing role in strategy, big data, social and knowledge networks, and the gig economy.
Creativity has long been thought of as a personal trait, a gift bestowed on some and unachievable by others. While we laud the products of creativity, the stories behind them are often abridged to the elusive "aha!" moment, the result of a momentary stroke of genius. In The Craft of Creativity Matthew A. Cronin and Jeffrey Loewenstein present a new way to understand how we innovate. They emphasize the importance of the journey and reveal the limitations of focusing on outcomes. Drawing on a wide range of scholarship, their own research, and interviews with professionals and learners who employ creativity in the arts, engineering, business, and more, Cronin and Loewenstein argue that creativity is a cognitive process that hinges on changing one's perspective. It's a skill that anyone can hone, and one that benefits from thinking with others and over time. Breaking new ground in the discussion about how we innovate, this book provides strategies that everyone can use to be more creative.
When it comes to mentoring, peer coaching is an undervalued workhorse. It's effective, inexpensive, widely applicable, and relatively easy to implement. Many coaches consider it to be the next wave in professional development. Peer Coaching at Work draws on research and practice to deliver a hands-on guide to this powerful relational learning technique. The authors—all leaders in the field—present a rigorously tested three-part model for facilitating peer coaching relationships in one-on-one settings and in larger groups. With lively case studies, they define peer coaching as a focused relationship between equals who supportively learn from, actively listen to, and judiciously question each other, which leads to breakthroughs that may otherwise lie dormant in one's career. A fundamental guide for anyone with an interest in mentoring and transformational learning, this book is a must-have for the talent management bookshelf.
Increasingly, scholars view reliability—the ability to plan for and withstand disaster—as a social construction. However, there is a tendency to evoke this concept only in the face of catastrophes, such as the British Petroleum oil spill or the Space Shuttle Challenger explosion. This book frames reliability as a fundamental issue in the study of organizations—one that can also improve day-to-day operations. Bringing together a diverse cast of contributors, it considers how we can account for the ability of some organizations to maintain high reliability and what we can learn from them. The chapters distinguish reliability from related lines of inquiry; take stock of relevant research from different disciplinary perspectives; highlight implications for practice; and identify directions, questions, and priorities for future research. The first of its kind in over twenty years, this volume delivers a dynamic base of shared knowledge and an integrative research agenda at a time when organizational reliability has never been so important.
Most of us are familiar with free-market competition: the idea that society and the economy benefit when people are left to self-regulate, testing new ideas in pursuit of profit. Less known is the fact that this theory arose after arguments for the scientific method and freedom of speech had gone mainstream—and that all three share a common basis. Proponents of self-regulation in the realm of free speech have argued that unhindered public expression causes true ideas to gain strength through scrutiny. Similarly, scientific inquiry has been regarded as a self-correcting system, one in which competing hypotheses are verified by multiple independent researchers. It was long thought that society was better left to organize itself through free markets as opposed to political institutions. But, over the twentieth century, we became less confident in the notion of a self-regulating socioeconomy. Evan Osborne traces the rise and fall of this once-popular concept. He argues that—as society becomes more complex—self-regulation becomes more efficient and can once again serve our economy well.
We are entering a new era—an era of impact. The largest intergenerational transfer of wealth in history will soon be under way, bringing with it the potential for huge increases in philanthropic funding. Engine of Impact shows how nonprofits can apply the principles of strategic leadership to attract greater financial support and leverage that funding to maximum effect. As Good to Great author Jim Collins writes in his foreword, this book offers "a detailed roadmap of disciplined thought and action for turning a good nonprofit into one that can achieve great impact at scale." William F. Meehan III and Kim Starkey Jonker identify seven essential components of strategic leadership that set high-achieving organizations apart from the rest of the nonprofit sector. Together, these components form an "engine of impact"—a system that organizations must build, tune, and fuel if they hope to make a real difference in the world. Drawing on decades of teaching, advising, grantmaking, and research, Meehan and Jonker provide an actionable guide that executives, staff, board members, and donors can use to jumpstart their own performance and to achieve extraordinary results for their organization. Along with setting forth best practices using real-world examples, the authors outline common management challenges faced by nonprofits, showing how these challenges differ from those faced by for-profit businesses in important and often-overlooked ways. By offering crucial insights on the fundamentals of nonprofit management, this book will help leaders equip their organizations to fire on all cylinders and unleash the full potential of the nonprofit sector. Visit www.engineofimpact.org for additional information.
Many organizations believe that high-functioning teams hold the key to breakthrough thinking, superior customer service, and high-quality products. But, all too often, leaders and managers fail to support teams so that they can deliver on their promises. For instance, many leaders ask for teamwork, but only reward and evaluate individual performance; focus on the group at the expense of individual members; or leave team members to sort out their differences, leading to the formation of unhealthy cliques. In 3D Team Leadership, Bradley L. Kirkman and T. Brad Harris present a dynamic new model for maximizing team performance. Previous books have treated teams as groups of people working interdependently, an approach that overlooks two crucial components: the individuals who make up the team and the subgroups that form within and between teams. To create a fuller portrait of team behavior, Kirkman and Harris propose an innovative "3D" framework that takes into account all three factors. Drawing on their own research, best-in-class studies, and extensive consulting, they show leaders how to properly diagnose the state of their teams, hone in on the element that needs attention, and seamlessly shift focus among the three components of teamwork as time goes on. Delivering practical guidance rooted in scholarship, 3D Team Leadership is a thoughtful and straightforward guide for the complex challenge of teaming today.
The liberal arts major is often lampooned: lacking in "skills," unqualified for a professional career, underemployed. But studying for the joy of learning turns out to be surprisingly practical. Unlike career-focused education, liberal education prepares graduates for anything and everything—and nervous "fuzzy major" students, their even more nervous parents, college career center professionals, and prospective employers would do well to embrace liberal arts majors. Just look to Silicon Valley, of all places, to see that liberal arts majors can succeed not in spite of, but because of, their education. A Practical Education investigates the real-world experiences of graduates with humanities majors, the majors that would seem the least employable in Silicon Valley's engineering-centric workplaces. Drawing on the experiences of Stanford University graduates and using the students' own accounts of their education, job searches, and first work experiences, Randall Stross provides heartening demonstrations of how multi-capable liberal arts graduates are. When given a first opportunity, these majors thrive in work roles that no one would have predicted. Stross also weaves the students' stories with the history of Stanford, the rise of professional schools, the longstanding contention between engineering and the liberal arts, the birth of occupational testing, and the popularity of computer science education to trace the evolution in thinking about how to prepare students for professional futures. His unique blend of present and past produces a provocative exploration of how best to utilize the undergraduate years. At a time when institutions of higher learning are increasingly called on to justify the tangible merits of the liberal arts, A Practical Education reminds readers that the most useful training for an unknowable future is the universal, time-tested preparation of a liberal education.
Innovation and Scaling for Impact forces us to reassess how social sector organizations create value. Drawing on a decade of research, Christian Seelos and Johanna Mair transcend widely held misconceptions, getting to the core of what a sound impact strategy entails in the nonprofit world. They reveal an overlooked nexus between investments that might not pan out (innovation) and expansion based on existing strengths (scaling). In the process, it becomes clear that managing this tension is a difficult balancing act that fundamentally defines an organization and its impact. The authors examine innovation pathologies that can derail organizations by thwarting their efforts to juggle these imperatives. Then, through four rich case studies, they detail innovation archetypes that effectively sidestep these pathologies and blend innovation with scaling. Readers will come away with conceptual models to drive progress in the social sector and tools for defining the future of their organizations.
Familiar modes of problem solving may be efficient, but they often prevent us from discovering innovative solutions to more complex problems. To create meaningful change, we must train ourselves to discover previously unseen variables in day-to-day challenges. The Design of Insight is intended to be a personal problem-solving platform for decision makers and advisors who seek answers to critical business questions. It introduces an approach that uses multiple "problem-solving languages" to systematically expand our understanding of problem framing and high quality problem solving. Useful as a critical thinking approach or a think-out-loud document for strategic teams, this brief is a resource for enriching and implementing thoughtful management practices.
Though the scientific community largely agrees that climate change is underway, debates about this issue remain fiercely polarized. These conversations have become a rhetorical contest, one where opposing sides try to achieve victory through playing on fear, distrust, and intolerance. At its heart, this split no longer concerns carbon dioxide, greenhouse gases, or climate modeling; rather, it is the product of contrasting, deeply entrenched worldviews. This brief examines what causes people to reject or accept the scientific consensus on climate change. Synthesizing evidence from sociology, psychology, and political science, Andrew J. Hoffman lays bare the opposing cultural lenses through which science is interpreted. He then extracts lessons from major cultural shifts in the past to engender a better understanding of the problem and motivate the public to take action. How Culture Shapes the Climate Change Debate makes a powerful case for a more scientifically literate public, a more socially engaged scientific community, and a more thoughtful mode of public discourse.
When faced with complex challenges or uncertain outcomes, many leaders believe that if they are smart enough, work hard enough, or turn to the best management tools, they will be able to find the right answer, predict and plan for the future, and break down tasks to produce controllable results. But what are leaders to do when this isn't the case? Rather than offering one-size-fits-all tips and tricks drawn from the realm of business as usual, Simple Habits for Complex Times provides three integral practices that enable leaders to navigate the unknown. By taking multiple perspectives, asking different questions, and seeing more of their system, leaders can better understand themselves, their roles, and the world around them. They can become more nimble, respond with agility, and guide their organizations to thrive in an ever-shifting business landscape. The more leaders use these simple habits, the more they enhance their performance and solve increasingly common, sticky business issues with greater acumen. Whether in large or small organizations, in government or the private sector, in the U.S. or overseas, leaders will turn to this book as a companion that helps them grow into the best version of themselves.
We often assume that strategic negotiation requires us to wall off vulnerable parts of ourselves and act rationally to win. But, what if you could just be you in business? Taking a positive approach, this brief distills years of research, teaching, and coaching into an integrated framework for negotiating genuinely. One of the most fundamental and challenging battlegrounds in our work lives, negotiation calls on us to compete and cooperate to do our jobs well and achieve extraordinary results. But, the biggest challenge in a negotiation is to be strategic while also being real. Author Shirli Kopelman argues that this duality is both possible and powerful. In Negotiating Genuinely, she teaches readers how to reconcile the disparate hats that they wear in everyday life—with families, friends, and colleagues—bringing one "integral hat" to the negotiation table. Kopelman develops and shares techniques that illuminate this approach; exercises along the way help readers to negotiate more naturally, positively, and successfully.
Private Management and Public Policy is a landmark work at the intersection of business and society. First published in 1975, it focuses on the management processes that companies use to respond to social issues. The text develops the "principle of public responsibility" as an alternative to the notion that firms have unlimited accountability. And, it presents one of the first systems-based approaches to corporate responsibility, providing theoretical support for business involvement in public policy. Arguably, the book's major contribution is its broad outline of an alternative theory of the firm in society—one that offers the possibility of overcoming traditional public and private dichotomies.
Listen to people in every field and you'll hear a call for more sophisticated leadership—for leaders who can solve more complex problems than the human race has ever faced. But these leaders won't simply come to the fore; we have to develop them, and we must cultivate them as quickly as is humanly possible. Changing on the Job is a means to this end. As opposed to showing readers how to play the role of a leader in a "paint by numbers" fashion, Changing on the Job builds on theories of adult growth and development to help readers become more thoughtful individuals, capable of leading in any scenario. Moving from the theoretical to the practical, and employing real-world examples, author Jennifer Garvey Berger offers a set of building blocks to help cultivate an agile workforce while improving performance. Coaches, HR professionals, thoughtful leaders, and anyone who wants to flourish on the job will find this book a vital resource for developing their own capacities and those of the talent that they support.
We are in the midst of a sea-change. In years past, corporate social responsibility may have been seen as a feather in a corporation's cap but, today, ecological and social pressures require a new type of business response. In Embedded Sustainability, authors Chris Laszlo and Nadya Zhexembayeva convincingly show how companies can better leverage global challenges for enduring profit and growth. In this outstanding book, readers will learn about the marquis concept of "embedded sustainability": the incorporation of environmental, health, and social value into core business activities with no trade-off in price or quality. When Clorox introduced its new line of Green Works cleaners or Nissan developed its Leaf 100% electric car, these firms were pursuing a profit shift in mainstream markets. In addition to churning out smarter (instead of just greener) products for consumers at large, embedded sustainability is capable of hugely motivating employees. Most of all, it enables companies to create even higher returns for investors, while responding to the new market realities of declining resources, radical transparency, and rising customer expectations. This book helps readers to comprehend—and act on—the notion of embedded sustainability, explaining why it is now a requisite in every sector, how smart companies are creating even higher value for their customers and investors, and what new management competencies are needed to compete in today's marketplace.
When Organizations and Environments was originally issued in 1979, it increased interest in evolutionary explanations of organizational change. Since then, scholars and practitioners have widely cited the book for its innovative answer to this question: Under what conditions do organizations change? Aldrich achieves theoretical integration across 13 chapters by using an evolutionary model that captures the essential features of relations between organizations and their environments. This model explains organizational change by focusing on the processes of variation, selection, retention, and struggle. The "environment," as conceived by Aldrich, does not refer simply to elements "out there"—beyond a set of focal organizations—but rather to concentrations of resources, power, political domination, and most concretely, other organizations. Scholars using Aldrich's model have examined the societal context within which founders create organizations and whether those organizations survive or fail, rise to prominence, or sink into obscurity. A preface to the reprinted edition frames the utility of this classic for tomorrow's researchers and businesspeople.
Upon its publication in 1962, this book became one of the founding texts of organizational sociology. Bringing together diverse approaches, it presented a new focus of interest: the formal organization. Blau and Scott raised the level of analysis from attention solely on individual participants and work groups to a broader understanding of organizations as collective actors. In the book, the authors reviewed multiple types of studies—including case studies, experimental research, and surveys—and integrated them to define new central themes. They used their own empirical studies of two social welfare agencies to illustrate the ways in which varying organizational contexts shape work group and participant attitudes and activities. Formal Organizations served to integrate research on both formal and informal systems, authority and leadership, and stressed the importance of links to the wider environment. This reissue, which includes a new introduction by Scott, makes this seminal work accessible to a new generation of scholars and practitioners.
Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories. The External Control of Organizations explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. As the authors contend, "it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable." Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.
"Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since." —David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book's contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book's central concepts and themes. Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations.
This is a pathbreaking account of how the environmental movement has led to profound changes in the perceptions and practices of large-scale corporations, as shown here in the chemical and petroleum industries. The book traces how market, social, and political pressures drive corporations to respond to environmental issues, analyzes the cultural frames that organizations use to come to terms with these external influences, and describes the resulting changes in organizational culture and structure. For this expanded edition, the author has written a new chapter that brings his original assessment up to date, expands and modifies the model and data used in the original edition, and offers a broad picture of the current state of corporate environmentalism and where it is going.