This Element presents several frameworks of strategy-making that serve to analyze organizational evolution processes within and beyond the firm. These frameworks form an integrated evolutionary ecological lens to examine the dynamics of strategy-making in organizational evolution. They highlight the role of the internal selection environment for analyzing processes and practices at various managerial levels (top, middle, and operational) within the organization. The Element also explains the role of the CEO in maintaining and updating the internal selection environment and contributing to organizational evolution, as well as making. fundamental decisions about organizational splits of the firm's business models as an ecosystem evolves.
This is an exciting and innovative core textbook that focuses on the micro-level analysis of TM as a dynamic capability. Now in its second edition and fully updated throughout, it systematically addresses the major tools and techniques needed for businesses to successfully conduct TM activities. Arguing that there is no single best way to manage technology in a company and there is no mechanistic route to success, this accessible handbook provides a wealth of resources designed to increase the dynamic capability of an organisation. Written by a highly experienced team of authors from the Universities of Sabanci and Cambridge, Technology Management is the perfect companion for undergraduate and postgraduate students on a variety of business, management and engineering degree courses. It is also suitable for practitioners seeking to progress their professional development and industry knowledge.
The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate entities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.
In the mid-1980s, Solly Angel had a technological mini-vision. He saw in his mind's eye a quarter-inch thick personal scale weighing a pound--a travel scale--and he decided to make it a reality, to bring it to market. The Tale of the Scale is a rare first-person account of the process of invention and design as it unfolds in the remaking of the familiar bathroom scale. It is rare because inventors seldom have the inclination to articulate their thought processes and to recount their experiences in great detail. Written by an inventor, the book stands apart from recent books about inventors. Angel, an urban planner by profession, had no mechanical skills as he embarked on his journey. The Tale records his transformation, over the course of a decade, from a bungling ignoramus to an expert on thin scales. Readers know as much about scales--or about invention for that matter--as Angel does at the beginning of the journey. Listening to Angel's unfolding story, they learn about the intricacies of invention and design as Angel finds out about them. The Tale of the Scale is truly an odyssey of invention. The pursuit of the thin scale takes readers to fascinating places--from Bangkok to Rolling Hills, California, from Groningen in the Netherlands to Murrhardt in Germany, and from New York to Tokyo. But the places Angel explores are not only visually different. They are realms of knowledge inhabited by people with diverse yet complementary outlooks on the invention process--engineers, designers, lawyers, product development specialists, corporate functionaries, and friends who philosophize on the deeper meanings of one's life pursuits.
This text explains how firms achieve strategic competitiveness, emphasizing integration of resources and capabilities to obtain a sustained competitive advantage. The text integrates the resource-based view of the firm with the more traditional model.
This Element presents several frameworks of strategy-making that serve to analyze organizational evolution processes within and beyond the firm. These frameworks form an integrated evolutionary ecological lens to examine the dynamics of strategy-making in organizational evolution. They highlight the role of the internal selection environment for analyzing processes and practices at various managerial levels (top, middle, and operational) within the organization. The Element also explains the role of the CEO in maintaining and updating the internal selection environment and contributing to organizational evolution, as well as making. fundamental decisions about organizational splits of the firm's business models as an ecosystem evolves.
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