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Platform Strategy: Transform Your Business with Ai, Platforms and Human Intelligence
Learn how to become a platform business with seven steps that will futureproof and diversify your offering.
The Oxford Handbook of Organizational Change and Innovation
Presents cutting-edge theories and research from leading scholars on how to understand and manage organization change initiatives. Advances our understanding of change and innovation by establishing connections among theories from different fields and research traditions and by introducing new lines of inquiry. Organized around major models of organizational change to examine specific process theories and explore important extensions to these theories that have emerged over the past 25 years
Platform Strategy
What do Amazon, Google, Visa and AirBnB all have in common? They are all platform businesses. They know they can go beyond their industry segments. They capitalize on wider ecosystems that strengthen their offering and expand commercial opportunities. And now your business can do the same. Welcome to the world of platform businesses. In Platform Strategy one of the world's most creative men in business according to Fast Company and a leading strategy professor at a Financial Times top 40 business school show you the ropes. They lead you through the seven steps you can take to turn your business into a successful platform. Learn to harness emerging technologies like artificial intelligence, c...
Methodological Challenges and Advances in Managerial and Organizational Cognition
Managerial and organizational cognition has sustained and gained the interest of researchers for over a quarter of a century. This volume takes stock of the methodological accomplishments of the MOC field in recent years, and it sets the agenda for the next phase of its development.
9 Entrepreneurisms
How do two businesses that start out with similar products and resources end up with vastly different outcomes? One becomes a multi-billion dollar success story, the other fades into oblivion. What did the founders of Uber, Airbnb, and other hugely successful entrepreneurs do to catapult them onto the world stage when millions of others struggle to make their payrolls? Is there a way that a large company can be managed with the passion, energy and innovativeness of a start-up? These are questions that every leader and entrepreneur wants answers for. In a nutshell, what is the secret sauce that has led to the success of companies as diverse as Google, GE and Reckitt Benckiser? Or is there a s...
The Stupidity Paradox
Functional stupidity can be catastrophic. It can cause organisational collapse, financial meltdown and technical disaster. And there are countless, more everyday examples of organisations accepting the dubious, the absurd and the downright idiotic, from unsustainable management fads to the cult of leadership or an over-reliance on brand and image. And yet a dose of stupidity can be useful and produce good, short-term results: it can nurture harmony, encourage people to get on with the job and drive success. This is the stupidity paradox. The Stupidity Paradox tackles head-on the pros and cons of functional stupidity. You'll discover what makes a workplace mindless, why being stupid might be a good thing in the short term but a disaster in the longer term, and how to make your workplace a little less stupid by challenging thoughtless conformity. It shows how harmony and action in the workplace can be balanced with a culture of questioning and challenge. The book is a wake-up call for smart organisations and smarter people. It encourages us to use our intelligence fully for the sake of personal satisfaction, organisational success and the flourishing of society as a whole.
The Customer Copernicus
Some companies are great for customers – not only do they care but they change whole markets to work better for the customers they serve. Think of Amazon, easyJet and Sky. They make things easier and improve what really matters – obvious, surely? They have also enjoyed huge business success, growing and making plenty of money. The Customer Copernicus answers the question that follows – if it’s obvious and attractive why is it so rare? And then it answers a second question, because Tesco, O2 and Wells Fargo were like this once. Why, having mastered it, would you ever stop? Because all three did, and two ended up in court. The Customer Copernicus explains how to become and how to stay customer-led. Essential reading for leaders and teams who want their organisations to stay competitive by developing a more purposeful and innovative culture.
Challenges to Assumptions in Competition Law
This timely book addresses the contemporary complexities within competition law, questioning whether the founding principles of competition law still hold true today. It explores three main present-day challenges for competition law: the impact of the digital economy and innovative sectors, the challenges facing emerging countries, and current institutional issues.
Resistance to Innovation
Scholars estimate that about 80 percent of consumers aren t open to innovation. This characterization, however, obscures the attitudes and behaviors this vast majority of consumers. Shaul Oreg, an expert in organizational behavior, and Jacob Goldenberg, an expert in marketing scholarship, offer a groundbreaking perspective on the characteristics that actually contribute to consumer behavior in relation to innovation and change."Resistance to Innovation "looks at two streams of resistance: in marketing, the reluctance of consumers to adopt new products; and in organizational behavior, the unwillingness of some employees to accept new ideas about ways of doing things or to implement new technologies and tools in the workplace. Crucial to those seeking to introduce innovations, whether marketers or employers, "Resistance to Innovation "uncovers the actual effects of this resistance, what explains it, and what strategies might be adopted to overcome it."
Finding Wisdom In Brand Tragedies: Managing Threats To Brand Equity
Brands and branding have deep historical roots. Almost anything or anyone can be branded with a name or mark for commercial or other purposes. The act of branding initiates activities in a brand ecosystem among people and organizations who have a vested interest in the brand's value. Unfortunately, a brand may experience a tragedy that can put its value and equity at risk. Pundits will often conclude there is a primary reason for a specific brand's tragedy, however, studying the situation more deeply can reveal tragic flaws in response to brand-challenging experiences that enhance managerial wisdom.The purpose of the book is to examine the backstories of a selection of relatively well-known ...
