Co-written by an expert lawyer and economist, this book provides a thorough guide to the economic theory behind the regulation of mergers. The economic theory is then used to analyse the current state of European competition law, and test the success of the European Commission's search for a 'more economic approach' to merger regulation.
Primarily intended for physicians and health care professionals who are treating obese patients, this book explores current and future options for drug treatment of obesity puts them into perspective against available alternative treatments. Distinguished scientists and clinical investigators provide reviews of each individual topic, covering a wide range of subjects from pathophysiology of obesity to the benefits of weight loss. The core sections on pharmacotherapy deal with currently available drugs and drugs in pre-clinical development. These sections are complemented with sections on non-drug treatment and general therapeutic aspects. This design provides an integrated view of therapeutic approaches to the treatment of obesity and its associated syndromes.
One of the most important tasks of market research is to read market developments in such a way that one's own company can use them for its own purposes. Companies that fail to sound out the market quickly fall behind. To prevent this, panel data is being consulted in more and more industries. This book shows students and practitioners how to use panels to conduct market and product analyses. Among others, the book covers the following types of panels: retail, consumer, media, pharmaceutical, and agriculture. Readers can learn how to identify, extract, and analyze important information such as consumer buying behavior, market efforts of competitors, and general trends and developments in the market. The goal is for the reader to be able to structure marketing strategies according to the movements in the market.
A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.
Offers a broad view of leadership and shareholder value based on multiple business disciplines In Why the Bottom Line Isn't! authors Dave Ulrich and Norm Smallwood argue that sustainable shareholder value comes increasingly from assets not accounted for on an organization's balance sheet. These assets include a company's reputation, its ability to attract talent, and its ability to react quickly to new opportunities in the marketplace. Why the Bottom Line Isn't! harnesses research from a number of disciplines including human resources, finance, and leadership to establish a hierarchy of such intangibles. The authors extrapolate from these intangibles to establish leadership tools that will help create sustainable shareholder value. The book offers a broad, expansive perspective on leadership while eschewing convoluted theory for concrete practice. Dave Ulrich, Ph.D., (DOU@UMICH.EDU) has been listed by BusinessWeek as the top "guru" in management education. He has co-authored 10 books and over 100 articles, serves on the Board of Directors of Herman Miller, and has consulted with over half of the Fortune 200 companies. He is currently on professional leave as Professor at the University of Michigan to serve as Mission President for the Church of Jesus Christ of Latter-day Saints in Montreal. Norm Smallwood (nsmallwood@rbl.net) is co-founder of Results-Based Leadership (www.rbl.net), which provides education and consulting services based on this book as well as the ideas in Results-Based Leadership: How Leaders Build the Business and Improve the Bottom Line, which he co-authored with Ulrich. He has led leadership development, business strategy, organization capability, change management, and HR projects for a wide variety of clients spanning multiple industries.
What makes a great leader? It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any? Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions—to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultants—and heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership code—and take your leadership to the next level.
This book delivers new IMD insights on an emerging challenge - how to deal with overwhelming complexity. Global organizations face a complex decision-making environment. On one side, diversity of cultures, customers, competitors and regulations creates complexity; on the other, competitive pressures cause expanding countries to extract more synergies across products and regions. In such a climate, a new way of thinking, acting and organizing is needed beyond the familiar ‘control’ mindset. Drawing together insights from across the expert faculty, Managing Complexity in the Global Organization presents IMD’s framework on how to understand complexity and its four key drivers (diversity; interdependence; ambiguity and flux), along with solutions on specific issues in a variety of functions, industries and markets. The focus is on providing practical solutions based on real-life examples.
Based on a wealth of empirical studies and case studies, this book explains the strategic choices companies have to make in order to remain consistent. In each chapter, real-life examples illuminate the key message managers should take away from the book. It offers a purely managerial viewpoint focused on what managers can do to manage the business enviroment in any situation.
Integrated Intelligence as a Competitive Advantage How can companies profit from artificial intelligence? So far, most firms use AI tools primarily for enhancing efficiency and automating jobs. However, artificial intelligence provides many more opportunities! Ulrich Lichtenthaler shows that companies can achieve an unbeatable competitive advantage by making AI a core part of their innovation strategies. The targeted integration of human and artificial intelligence, which goes beyond standardized applications, enables an enhanced form of intelligence, a super-intelligence or Intelligence x. This book will show executives, HR professionals, and consultants how to gradually develop Intelligence x in large and medium-sized organizations and how to use SMART leadership principles and the I3 – Integrated Intelligence Incubator as tools for building a unique intelligence architecture. With detailed guidelines for implementation and with many examples from the world’s most innovative companies as well as from start-ups, »Integrated Intelligence« reveals how executives can achieve a sustainable competitive advantage through intelligence-based business models.
Nearly a decade later, leading change pioneers in the field have realigned to bring you the second edition of the Change Champion's Fieldguide. This thoroughly revised and updated edition of the Change Champion's Field Guide is filled with the information, tools, and strategies needed to implement a best practice change or leadership development initiative where everyone wins. In forty-five chapters, the guide's contributors, widely acknowledged as the "change champions" and leaders in the fields of organizational change and leadership development, explore the competencies and practices that define an effective change leader. Change Champions such as Harrison Owen, Edgar Schein, Marv Weisbord, Sandra Janoff, Mary Eggers, William Rothwell, Dave Ulrich, Marshall Goldsmith, Judith Katz, Peter Koestenbaum, Dick Axelrod, David Cooperrider, and scores of others provide their sage advice, practical applications, and examples of change methods that work. Change Champion's Field Guide examines the topic of leadership and change within four main topics including: Key elements of leading successful and results-driven change Tools, models, instruments, and strategies for leading change Critical success and failure factors Trends and research on innovation, change, and leadership Guidelines on how to design, implement, and evaluate change and leadership initiatives Fresh case studies that highlight leading companies who are implementing successful change in innovative and inspired ways.
If Amazon can't win in China, can anyone? When Amazon CEO Jeff Bezos visited China in 2007, he expected that one day soon China would be a double-digit percentage of Amazon's sales. Yet, by 2019, Amazon, the most powerful and successful ecommerce company in the world, had quit China. In Winning in China: 8 Stories of Success and Failure in the World's Largest Economy, Wharton experts Lele Sang and Karl Ulrich explore the success and failure of several well-known companies, including Hyundai, LinkedIn, Sequoia Capital, and InMobi, as more and more businesses look to reap profits from the demand of 1.4 billion people. Sang, Global Fellow at the Wharton School of the University of Pennsylvania, and Ulrich, Vice Dean of Entrepreneurship and Innovation at the Wharton School, answer four critical questions: Which factors explain the success (or failure) of foreign companies entering China?What challenges and pitfalls can a company entering China expect to encounter? How can a prospective entrant realistically assess its chances? Which managerial decisions are critical, and which approaches are most effective? Sang and Ulrich answer these questions by examining the stories of eight well-known and respected companies that have entered China. They study: How Norwegian Cruise Line's entry into China displays how cultural differences can boost or sink different companies; How Intel, one of the oldest, most respected firms in Silicon Valley, thrived in a country that seems to favor agile upstarts; How Zegna, the Italian luxury brand, has emerged as another surprising success story and how it plans to navigate new headwinds from the COVID-19 pandemic.Through these engaging and illuminating stories, Sang and Ulrich offer a framework and path for organizations looking for a way to successfully enter the world's largest economy. History can be a teacher, and China, a country with 3,500 years of written history, has much to teach.
The food and beverage industry is vital to the global economy, but in a society increasingly concerned with sustainable development, it is facing new challenges. This book presents the results of a research project focused on the management challenges that sustainable development presents to presents to food and beverage companies.
Key Performance Indicators (KPIs) have become a regular and useful tool for measuring business performance everywhere. The KPIs not only help in strategic planning but also in managing operative business world over. The KPIs in the book are organized according to the Balanced Scorecard (BSC) approach, which emphasizes the importance of using both financial and non-financial information to remain competitive in the modern world. We proudly place on record the fact that our book is the first of its kind and provides for a complete analysis of KPIs under financial, customer, process and human resource/innovation perspectives. The book is a major contribution towards achieving sustainable growth as a competitive advantage. It also emphasizes the importance of social acceptance and environmental impact of the business activity. The compendium provides over 170 KPIs in a compact form. It delivers simple definitions, easy to calculate formulae, possible interpretations and useful suggestions towards an efficient and effective implementation of KPIs as controlling instruments.
Managing corporate spend is far more complex than conducting RFPs. Learn how the most efficient and effective procurement departments operate, control costs, enforce compliance, and manage indirect spend. Managing Indirect Spend provides executives and procurement professionals with the knowledge and tools necessary to successfully reduce costs with a strong focus on the often-overlooked area of indirect spend. It also offers great value to those procurement and purchasing professionals aspiring to be leaders in the profession, regardless of the spend they manage. It includes an overview of the challenges faced when sourcing indirect spend categories, a detailed dive into the strategic sourcing process, tools that can help drive savings, technologies that drive efficiencies and compliance, and examples of success based on real-world experience. It is a how-to guide that clearly covers sourcing engagements of any complexity and provides the details needed to source effectively. The book is structured into sections covering the sourcing and procurement process, the tools and technologies, examples from the field, walkthroughs of specific sourcing engagements, guidance on building an effective sourcing team, and the information needed to become a best-in-class sourcing organization. Since the initial publication of this book, the procurement profession and the discipline of Strategic Sourcing have matured. Markets have changed, processes developed, trends have come and gone, and technology has experienced leaps and bounds, posing new and interesting challenges for procurement professionals. In addition to covering tried-and-true practices for strategic sourcing, this Second Edition discusses how strategic sourcing has evolved and provides an update on the techniques, tools, and resources available to purchasing groups. This book: Includes updated coverage of everything you need to know to source more effectively Covers the latest trends in procurement and sourcing, including technology, process improvements and organizational design Presents guidance for reducing costs through strategic sourcing, no matter what the economic climate or level of maturity of the existing procurement organization Shows how effectively managing indirect costs can provide a huge impact on bott m line growth Introduces Market Intelligence (MI), including techniques, tools, and resources available to procurement and supply chain management groups With tools, real-world examples, and practical strategies, Managing Indirect Spend provides insider guidance for big bottom-line growth through effective management of indirect costs.
This book provides a leadership capital index, a thorough way of assessing how the quality of a company's leadership impacts its value (e. g. like a Moody's index for leadership). It offers an alternative to the instinctive and subjective approaches people have been forced to take in the past.
Serving as both a student textbook and a professional reference/handbook, this volume explores the statistical methods of examining time intervals between successive state transitions or events. Examples include: survival rates of patients in medical studies, unemployment periods in economic studies, or the period of time it takes a criminal to break the law after his release in a criminological study. The authors illustrate the entire research path required in the application of event-history analysis, from the initial problems of recording event-oriented data to the specific questions of data organization, to the concrete application of available program packages and the interpretation of the obtained results. Event History Analysis: * makes didactically accessible the inclusion of covariates in semi-parametric and parametric regression models based upon concrete examples * presents the unabbreviated close relationship underlying statistical theory * details parameter-free methods of analysis of event-history data and the possibilities of their graphical presentation * discusses specific problems of multi-state and multi-episode models * introduces time-varying covariates and the question of unobserved population heterogeneity * demonstrates, through examples, how to implement hypotheses tests and how to choose the right model.
Combining rigorous academic research with the latest practical tools and techniques, this book explores the growing area of complextity management in business. Through a range of high quality international cases leading authors help students to understand how to manage organizations in unpredictable and complex business environments.
Master's Thesis from the year 2006 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,5, Maastricht University, language: English, abstract: Although this research is also occupied with customer loyalty programs it examines a new customer loyalty model which tests the influence of reward systems on the value perception of a loyalty program. Thus, the thesis introduces an empirical research on a two part model, whereas one part differentiates between direct and indirect premiums (type of reward) and the second part investigates the differences between delayed and proactive reward programs (timing of reward). The study aims at finding differences between the type and the timing of reward on the value perception of a loyalty program, which is new in academic research. In addition, this study grounds on the automobile industry, i.e. a high involvement setting, in contrast to prior academic science which focused on the low involvement setting. The inclusion of moderating factors that contain information on customer's relationship maintenance motivation and relational benefits shall also help to shed light on differences in value perception according to the level of dedication or constraint based relationships. In addition, the degree of social, confidence and special treatment benefits is also assumed to manipulate the value perception of loyalty programs as moderating factors. Lastly, the study discovers relationships between the type and the timing of reward. The study results clearly reveal that there is no difference between direct and indirect rewards, whereas the proactive system demonstrates to have an obviously higher value perception than delayed rewards. Furthermore, the moderating factors partly prove to influence value perception. Hence, dedication based relationships favour direct rewards over indirect rewards and the proactive system over the delayed system. The same holds true for confidence benefits whereas constraint b
In 1995 The Boundaryless Organization showed companies how to sweep away the artificial obstacles-such as hierarchy, turf, and geography-that get in the way of outstanding business performance. Now, in this completely revised edition of their groundbreaking work, management experts Ron Ashkenas, Dave Ulrich, Todd Jick, and Steve Kerr offer an up-to-date version of their comprehensive guide to help any organization go "boundaryless"-and become a company with the ability to quickly, proactively, and creatively adjust to changes in the environment. With new examples, a new commentary on the developments of the last five years, and illuminating first-hand accounts from pioneering senior executives, the authors once again show why "boundaryless" is a prerequisite for any organization trying to succeed in the economy of the twenty-first century.
This comprehensive textbook gives an insight into all relevant aspects of business administration, as they are all subject to fundamental changes due to the transformation to a more sustainable economy. It starts with the background on sustainability and the scientific classification of sustainable business administration. Next, it sheds light on the boundary conditions regarding environmental economics and social responsibility. The next section deals with management functions, from strategy and international management to change management, legal implications and HR management. The last part focuses on value creation. Here, the authors shed light on the influence of sustainability in all areas of the corporate value chain, from procurement on to production and ending with marketing and sales. Also addressed are expert functions such as environmental management or sustainable product design, which are essential in driving sustainable innovation in a dynamically changing environment.
The authors provide practical tools to build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees.
This digital collection, curated by Harvard Business Review, includes three important books by experts in the human resources field—The HR Scorecard, The HR Value Proposition, and Human Resource Champions. Learn how individuals in human resources can partner with line managers to make organizations more competitive, how HR impacts business performance, and how HR leaders can bring substantial value to internal and external stakeholders.
An ongoing study of some 3,000 firms is the basis for this measurement system for evaluating the role and value of the human resource department. The system is designed to embed human resources within a firm's overall strategy and to manage the human resources architecture as a strategic asset. Examples from leading companies show how to develop and implement the system and how to link the human resources department's results to measures, such as profitability and shareholder value, that line managers and senior executives can understand. Becker is professor and chair of organizations and human resources at the State University of New York-Buffalo. c. Book News Inc.
MAKE YOUR LEADERSHIP EFFORTS STICK Every day, thousands of people put great effort--and money--into becoming more effective leaders, through seminars, personal coaching, and employee development plans. These undertakings can do wonders to help leaders of all stripes improve their effectiveness. But not every leader finishes what he or she starts--and many revert back to less effective habits, often without even realizing it. How can you ensure that you stick with all the positive changes you have made? How do you make sure you don’t slip back into your old ways? Answer: Leadership Sustainability Dave Ulrich--the man BusinessWeek referred to as the "#1 Management Educator and Guru"--teams up with leadership expert Norm Smallwood to go where no leadership guide has gone. This dream team provides sophisticated, proven leadership sustainability ideas and tools that you can put to use immediately. Leadership Sustainability helps you turn good intentions into effective actions by mastering seven critical disciplines: Simplicity: Focus on the few key behaviors that will have the most impact. Time: Allocate your time so your calendar matches your intentions. Accountability: Take personal responsibility for doing what you say you will do. Resources: Support your leadership with effective, ongoing coaching and HR systems. Tracking: Develop metrics for measuring your leadership improvement. Melioration: Learn from your mistakes and demonstrate resilience. Emotion: Draw on deep personal values to keep yourself motivated. The journey to great leadership doesn't end with learning and implementing effective new skills. Great leadership is about consistency, and the drive for consistency is a never-ending process. Use Leadership Sustainability to ensure leadership greatness today, tomorrow, and for the rest of your life. PRAISE FOR LEADERSHIP SUSTAINABILITY: "Dave and Norm propose a practical approach to solving the problem of leaders turning what they intend into what they do. The seven principles provide a simple and practical way to get things done." -- Ram Charan, coauthor of the New York Times bestselling Execution "Dave and Norm do a great job about teaching leaders not just what to do, but how to make sure that they do it. The ideas in the book are insightful, specific, and actionable." -- Gina Qiao, SVP Human Resources, Lenovo "Finally, a 'how-to' book that is grounded in the real-world dynamics of leading organizations!" -- Dixon Thayer, CEO, HealthNEXT "Dave and Norm provide both an in-depth understanding of why we often fall short and a set of tools for getting on with it." -- Morgan W. McCall, Jr., Professor, Marshall School of Business, University of Southern California, and author of High Flyer "Leaders all over the world will celebrate Dave and Norm’s powerful new gift: the concept of Leadership Sustainability and its seven disciplines." -- Frances Hesselbein, President and CEO, The Frances Hesselbein Leadership Institute "Finally, we have two scholar-practitioners who correctly address evidence that one of every two leaders fails and offer solutions about proper execution that leads to sustainability." -- W. Warner Burke, Professor of Psychology and Education, Teachers College, Columbia University "Dave and Norm understand that one of the keys to success is disciplined continuity and sustainability--which constitute a required core competency among leadership." -- Kathleen Wilson-Thompson, Chief Human Resources Officer, Walgreen Co.
Trade mark law practitioners agree that Ulrich Hildebrandt’s Trade Mark Law in Europe hugely enhances their work. This fourth edition follows the same well-known, intensely practical, time-saving format, with each provision of current law (Directive 2015/2436) reproduced in its original English wording and annotated with relevant passages from all relevant decisions of the European Court of Justice, as well as relevant provisions of the Community Trade Mark Regulation and the national trade mark acts of all Member States implementing the Directive. The author’s expert commentary on each provision expressly marks major changes to previous versions of the Directive, highlights when case law concerning a previous version remains relevant and translates passages that lack an official English text. Among the fundamental questions addressed are the following: When is it possible to register a geographical indication as a trademark? Are colours and sounds capable of registration? When may the reputation of a mark be invoked to protect it? How mundane could a sign be and still claim to be distinctive? When can it be said that there has been no genuine use of a trade mark? Where does the Court’s function theory influence the trademark law? Given a topic or keyword, appendices assist in the quick finding of any provision of the Directive and relevant case law. There is no other resource presenting the original wording of ECJ case law, broken down by specific points of law and directly related on an article-by-article basis to EU and Member State trade mark legislation. As a highly organized presentation of key information, this is an ideal initial tool that makes any research into European trade mark law fast and easy, whether for academic purposes or actual legal practice. Lawyers, in-house counsel, judges, and academics will all welcome this new edition.
Ulrich Bremer examines the internationalization process of German public research universities, extracts multiple expected factors of impact from existing theory, tests them against data and thus delivers implications for research and practice. Strategy-based international partnerships, specialization and university size represent most relevant factors. The complex interplay of strategy and leadership are shown, a framework for their assessment is provided and conclusions in the fields of digitalization, uncontrolled migration and growing nationalism are drawn.
This textbook offers a personal perspective on the broad and complex topic of corporate strategy. The book is structured to follow the journey of systematic corporate strategy development and implementation. “Corporate Strategy” presents frameworks and concepts for strategy development that have proven to be useful in corporate practice. The book covers the fundamental questions of daily strategy work and illustrates them with examples from real companies. It addresses all key elements of corporate strategy in a clear and systematic way: • Corporate ambition and capabilities • Corporate portfolio analysis • Corporate growth and portfolio strategy • Managing and transforming the corporate profile • Corporate parenting strategy and organization • Corporate financial strategy • Corporate strategy process The book serves not only as a practice-oriented textbook for students and teachers of corporate strategy, it also functions as a sophisticated handbook for practitioners who are responsible for developing and implementing effective corporate strategies.
Your Company Isn't Fast Enough. Here's How to Change That. The traditional hierarchical organization is dead, but what replaces it? Numerous new models--the agile organization, the networked organization, and holacracy, to name a few--have emerged, but leaders need to know what really works. How do you build an organization that is responsive to fast-changing markets? What kind of organization delivers both speed and scale, and how do you lead it? Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization. Based on their in-depth research at leading Chinese, US, and European firms such as Alibaba, Amazon, DiDi, Facebook, Google, Huawei, Supercell, and Tencent, and drawing from their synthesis of the latest organization research and practice, Yeung and Ulrich explain how to build a new kind of organization (a "market-oriented ecosystem") that responds to changing market opportunities with speed and scale. While other books address individual pieces of the puzzle, Reinventing the Organization offers a practical, integrated, six-step framework and looks at all the decisions leaders need to make--choosing the right strategies, capabilities, structure, culture, management tools, and leadership--to deliver radically greater value in fast-moving markets. For any leader eager to build a stronger, more responsive organization and for all those in HR, organizational development, and consulting who will shape and deliver it, this book provides a much-needed roadmap for reinvention.
With a combined experience of more than 60 years in selling, management, and running companies, Lockhart and Herter provide a step-by-step implementation guide to revitalize a sales operation and cut out inefficiencies.
HR from the Outside In provides the concepts and tools HR professionals need to excel in six critical competencies: strategic positioner, credible activist, capability builder, change champion, HR innovator and integrator, and technology proponent. The book shows readers how to establish powerful strategies and structure an HR department so that the department delivers long-term value to the organization.
Our Unsustainable Life: Why We Can't Have Everything We Want With the concept of the Imperial Mode of Living, Brand and Wissen highlight the fact that capitalism implies uneven development as well as a constant and accelerating universalisation of a Western mode of production and living. The logic of liberal markets since the 19thCentury, and especially since World War II, has been inscribed into everyday practices that are usually unconsciously reproduced. The authors show that they are a main driver of the ecological crisis and economic and political instability. The Imperial Mode of Living implies that people's everyday practices, including individual and societal orientations, as well as identities, rely heavily on the unlimited appropriation of resources; a disproportionate claim on global and local ecosystems and sinks; and cheap labour from elsewhere. This availability of commodities is largely organised through the world market, backed by military force and/or the asymmetric relations of forces as they have been inscribed in international institutions. Moreover, the Imperial Mode of Living implies asymmetrical social relations along class, gender and race within the respective countries. Here too, it is driven by the capitalist accumulation imperative, growth-oriented state policies and status consumption. The concrete production conditions of commodities are rendered invisible in the places where the commodities are consumed. The imperialist world order is normalized through the mode of production and living.
Global HR Competencies provides a general overview of the developing state of the practice of HR and then details how these competencies are being adapted in each part of the world. It covers will current practices in Asia, Australia, China, Europe, India, Latin America, Middle East, United States.
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