Livres numériques

Retour aux livres numériques
Managing in a Sea of Uncert...

Table des matières

Afficher Fermer
Managing in a Sea of Uncertainty 1
Dedicace 5
Acknowledgments 7
Introduction 9
Foreword 13
Table of contents 17
List of tables and figures 23
Chapter 1 Managing in High Tech Environments / 1.1 THE GROWING IMPORTANCE OF TECHNOLOGY 25
1.2 SYSTEMATIC DOWNSIZING OR REPETITIVE ACQUISITIONS DO NOT PROVIDE FOR SUSTAINABLE COMPETITIVE ADVANTAGE 26
1.3 THE NEED TO INTEGRATE TECHNOLOGY MANAGEMENT FIELDS OF STUDY 28
1.4 INTEGRATING TECHNOLOGY MANAGEMENT THEORY FOR INDUSTRIAL USES 30
Chapter 2 The Unique Characteristics of High Tech Markets / 2.1 MARKET AND TECHNOLOGICAL UNCERTAINTY 33
2.2 TECHNOLOGY CYCLE AND COMPETITIVE VOLATILITY / 2.2.1 The technology cycle 34
2.2.2 Competitive volatility and increased intensity 35
2.3 CUSTOMER BEHAVIOUR 37
2.4 HIGH TECH MARKETS: SUMMARY / 2.5 THE UNIQUE CHARACTERISTICS OF HIGH TECH COMPANIES 38
Chapter 3 The Challenge of Developing Innovative Products and Services in a High Tech Market / 3.1 THE STANDARD PROCESS OF DEVELOPING NEW PRODUCTS AND SERVICES 41
3.2 TYPICAL MARKETING ACTIVITIES IN THE TRADITIONAL NEW PRODUCT DEVELOPMENT PROCESS 42
3.3 IMPORTANCE OF HAVING A MARKET ORIENTATION FOR THE NEW PRODUCT DEVELOPMENT PROCESS 44
3.4 WHAT DOES MARKET ORIENTATION MEAN? 46
3.5 CONVENTIONAL MARKET RESEARCH TECHNIQUES TO GENERATE A PRODUCT DEFINITION: THE DANGERS OF BEING CUSTOMER FOCUSED 48
3.6 DEVELOPING SUCCESSFUL INNOVATIVE PRODUCTS IN HIGH TECH ENVIRONMENTS 50
Chapter 4 Survival Skills in Uncharted Waters: Learning and Innovation / 4.1 DEVELOPING THE FIRM’S CAPABILITY TO EXTRACT KNOWLEDGE FROM THE MARKETPLACE 53
4.2 THE GROWING IMPORTANCE OF LEARNING 56
4.3 LEARNING VERSUS KNOWLEDGE CREATION 59
4.4 KNOWLEDGE THAT BUILDS CORE COMPETENCIES 62
4.5 CROSS-FUNCTIONAL TEAMS VERSUS LEARNING TEAMS: COMMUNITIES THAT BUILD KNOWLEDGE / 4.5.1 Communities that build knowledge 66
4.5.2 Creative abrasion and managing chaos 68
4.5.3 A common language 70
4.5.4 Fostering rich personal interaction / 4.5.5 Team leadership 71
4.5.6 Supportive environment 73
4.6 INNOVATION AS A LEARNING MECHANISM / 4.6.1 The virtues of innovation 74
4.6.2 Problem solving and TQM 76
4.6.3 Lead users as lead innovators 79
4.6.4 The marketplace as an R&D lab and the empathic designer 81
4.6.5 Experimentation 83
4.6.6 Seeing or creating the future / 4.6.6.1 Forecasting markets 87
4.6.6.2 Forecasting technology 91
4.6.6.3 Seeing the future 93
4.7 LEARNING FROM BEST PRACTICES 94
4.8 LEARNING FROM PAST EXPERIENCE 95
4.9 IMPORTING KNOWLEDGE 96
4.10 DYNAMIC ENVIRONMENTS REQUIRE UNLEARNING SKILLS 97
4.11 CAPTURING, TRANSFERRING AND USING KNOWLEDGE / 4.11.1 The role of information technologies (IT) / 4.11.1.1 The role of IT varies with knowledge type 100
4.11.1.2 IT supports knowledge creation, storage and retrieval, sharing and use 101
4.11.2 Transferring knowledge / 4.11.2.1 A significant issue 104
4.11.2.2 Successful transfer mechanisms 105
4.11.2.3 Informal networks fuel the sharing and utilization of knowledge 108
4.11.3 Barriers to knowledge transfer and use / 4.11.3.1 General concepts 109
4.11.3.2 Barriers to R&D and marketing integration 111
4.12 GRAPHICAL SUMMARY: THE LEARNING ORGANIZATION 114
Chapter 5 Being Prepared for the Voyage: The Company Resources / 5.1 CORE COMPETENCIES / 5.1.1 Strategic thinking 115
5.1.2 Resources and core competencies 117
5.1.3 Products: Short-lived testimonies of the firm’s evolving competencies 118
5.1.4 Wellsprings of products and services 120
5.1.5 Access to other markets 122
5.1.6 The dynamic life of the firm’s core competencies 123
5.1.7 Path dependency and core rigidities challenge the building of new competencies 125
5.1.8 Identifying current and future core competencies 127
5.1.9 Nurturing and building competencies 131
5.1.10 Transferring competencies 134
5.2 TECHNOLOGY AS A RESOURCE / 5.2.1 Technology and core competencies 135
5.2.2 The technology life cycle 136
5.2.3 The management of technologies 138
5.3 FIRM AND RESOURCE FLEXIBILITY 139
5.4 THE MANAGEMENT OF HUMAN RESOURCES / 5.4.1 People as the most valuable resource 141
5.4.2 The human resources department as a resource producer 144
5.4.3 Strategic Human Resource Management 145
5.4.4 Talent management systems 147
5.4.5 Social capital in the organization 148
5.5 ALLIANCES AND PARTNERSHIPS AS RESOURCES / 5.5.1 Outsourcing 149
5.5.2 Alliances and partnerships 151
5.5.3 On acquisitions 152
5.5.4 Strategic alliances to join regulatory and technology diffusion resources 153
5.5.5 Strategic alliances to team up with complementary skills 154
5.5.6 Strategic alliances that build competencies 155
5.5.7 Strategic alliances that create knowledge and hybrid products 156
5.5.8 Network and cellular organizations 158
Chapter 6 Getting There: Company Leadership, Structure and Collaboration Mechanisms / 6.1 LEADING OR MANAGING: CHANGE OR CONTINUITY 163
6.2 THE RETREAT OF THE TEN THOUSAND, 401 B.C. 165
6.3 LEADERSHIP IN THE LEARNING ORGANIZATION 166
6.4 ORGANIZATIONAL STRUCTURE / 6.4.1 The levelling of organizational pyramids 169
6.4.2 The need for new organizational structures 172
6.4.3 The challenges of emerging organizational structures 175
6.4.4 Using teams against all odds / 6.4.4.1 The network organization 177
6.4.4.2 Virtual teams 178
6.4.5 Devising the management structure for an organization of task forces 181
6.4.6 The Age of the Network 183
6.4.7 Growing a web out of a pyramid 184
6.5 MANAGING CHAOS: ALIGNMENT, LINKING AND SHARING MECHANISMS / 6.5.1 Crossing boundaries 187
6.5.2 Rewards, incentives and recognition for knowledge workers 188
6.5.3 Incentives that kill learning 190
6.5.4 Career planning and leadership development for knowledge workers 194
6.5.5 Creating shared language and convergent thinking 195
6.5.6 Creating a unifying vision in an organization of knowledge workers 198
6.5.7 Strategic added-value statements 199
6.5.8 Maintaining creative tension to transform the organization 200
6.5.9 Culture 202
6.5.10 Core values 207
6.5.11 From values to products 209
6.6 LEADERSHIP IN THE HIERARCHY / 6.6.1 The illusion of leadership in the multinational corporation 210
6.6.2 Where senior leadership can make a difference 212
6.6.2.1 The challenge 213
6.6.2.2 Reinforcing the organization’s culture and values 214
6.6.2.3 Actions that support a learning culture 216
6.6.3 The middle manager 218
Chapter 7 The Corporate Ship and the Corporate Diamond / 7.1 STRATEGY THE CREATIVE WAY 221
7.2 PLANNING FOR MARKET OPPORTUNITIES / 7.2.1 Strategic market planning for short/medium-term opportunities 222
7.2.2 Strategic planning process to compete for the future 225
7.2.3 Organizational strategy and knowledge management 227
7.3 THE CORPORATE SHIP 228
7.4 THE AMBIDEXTROUS ORGANIZATION / 7.4.1 Juggling with conflicting priorities 229
7.4.2 Parallel organizations 232
7.5 THE CORPORATE DIAMOND / 7.5.1 Strategic management for the high tech firm 234
7.5.2 The asset creation triangle 235
7.5.3 The product and service creation triangle 236
7.5.4 Toward a sustained competitive advantage 237
Chapter 8 Conclusion 239
Bibliography 243
General index 263
Index of firms and organizations 271

Formats disponibles :

  • EPUB

    Protection: Filigrane 39,99$

  • PDF

    Protection: Filigrane 39,99$