In order to improve competitiveness and performance, corporations must embrace advancements in digitalization. Successful implementation of knowledge management is a huge factor in corporate success. Analyzing the Impacts of Industry 4.0 in Modern Business Environments is a critical scholarly publication that explores digital transformation in business environments and the requirement for not only a substantial management change plan but equally the two essential components of knowledge management: knowledge sharing and knowledge transfer. Featuring a broad range of topics such as strategic planning, knowledge transfer, and cybersecurity risk management, this book is geared toward researchers, academicians, and students seeking current and relevant research on organizational knowledge intensity and monitoring of knowledge management development.

A hyperconnected, constantly evolving world has emerged. A world where people (internet of people), things (internet of things), and data (internet of data) are linked together, shaping the global economy while demanding new, innovative approaches for value creation. The era of hyper-connectivity is no longer characterized by centralized firm-centric business structures and traditional intra-firm and inter-firm processes. Open, distributed ecosystemic formations have started to emerge, utilizing cutting edge technologies to harness the collective power, co-creation ability, and intelligence of the crowd, the data, and the environment in an open participatory value co-creation mode. However, the question has become whether the frameworks, models, and tools that organizations use to create value will remain the same in the new business environment and within the organizations themselves. Existing literature on ecosystems, business models, and business model innovation are starting to examine these aspects. Emerging Ecosystem-Centric Business Models for Sustainable Value Creation explores emerging technology-enabled ecosystems and ecosystem-centric business models in theory and practice, from a business and technological perspective, and in a range of industrial settings, aiming to contribute to the existing knowledge of innovative technology-advanced ecosystems and business models, facilitating their design, implementation, and sustainable value creation. It examines the dynamics of this technology-powered revolution and how it is influencing the foundations of value creation and business modeling in novel ecosystemic formations across the HMD triangle: human, machine, and data. The target audience of this book is researchers and professionals in the fields of innovation, business, and strategy as well as computer science and information technology, along with managers, executives, practitioners, researchers, academicians, and students interested in new ways to create value in emerging and future ecosystems via innovative ecosystem-centric business models and strategies.

This challenging and somewhat controversial book provides a critical perspective on contemporary discourses of corporate social responsibility (CSR). Subhabrata Bobby Banerjee questions the win-win assumptions of CSR and identifies the limits of the good that corporations can do, illustrating that the ability of firms to enhance social welfare is constrained by their current form and purpose; that of a shareholder value maximizing entity. The book shows how supranational institutions such as the World Bank, the International Monetary Fund and the World Trade Organization are complicit in an 'economic capture' of social issues through a combination of material, institutional and discursive power that results in undermining economic democracy. Taking a political economy perspective, the author analyzes recent conflicts between transnational corporations and local communities in developing countries and exposes the limits of stakeholder theory in addressing the needs of marginalized communities. He concludes by discussing alternatives to the current system that could result in meaningful social outcomes, and provides a critical research agenda for CSR. Linking theory to practice, this critical look at corporate social responsibility will provide much material to fuel the debate amongst academics, researchers and postgraduate students in the fields of management, international business and ma

This book is about quality redundancy and its replacement by the "performativity" norm. Performativity is a linguistic, social, and political mechanism that produces the intended performance. The author, Alexander Tsigkas, sees this book as a natural continuation of his prior book The Lean Enterprise - From the Mass Economy to the Economy of One. He argues that performativity is the flip side of quality on a coin called identity, and in postmodernism, that is, in the age of Industry 4.0 and beyond, companies should be aiming for performativity and achieve quality as one of its many consequences. The author, therefore, encourages modern businesses to transition from quality orientation as conformance alone to a performance orientation. The author brings forward historic, current, and philosophical perspectives in charting performativity as a new goal for modern businesses. Many examples, case studies, and conceptual constructs are used to drive in the idea of how to create a performative enterprise.

This book sheds light on 'hidden' aspects of management theory by questioning its moral foundations: ethical and moral principles tend to become over time, deeply embedded, if not buried, in the intellectual and disciplinary subfields of management, particularly when the latter vie for scientific status. In the process, they often become invisible or indecipherable both to those who advance and diffuse knowledge as well as to those who receive, interpret and apply it. The contributors to this book explore in various subfields of management thought a number of important moral and ethical issues. What is the definition of 'good behaviour' - and hence of 'bad behaviour' - implicit behind the theories we use and produce? Can we find, historically, a trace of moral and ethical dilemmas and debates in those intellectual subfields that tend to posture today as morally neutral? What is the conception of human nature and social reality embedded in modern management thought and theories? How do those implicit and hidden cognitive schemes influence the development of research and knowledge in those various subfields? How do they prevent certain issues from emerging? How do they shape debates, practices and beliefs - leaving little room to approach the world differently and to depart from mainstream perspectives? This unique treatment of the moral foundations of knowledge management will provide a stimulating read for academics, students and professionals focusing on business and management, business administration, sociology, organizational behaviour and moral philosophy.

Supermarket bag boy, frontline supervisor, corporate vice president, consultant, university and college professor: these are the kinds of work experiences Ken Chapman brings to The Leader's Code. Drawing on his diverse experience, Ken provides a practical guide to principle-centered leadership. Ken has provided leadership and business ethics development for Fortune 500 Companies and many lesser known organizations. Ken is the author of several books including Personality: Making the Most of It, The Shoulders of Giants, and Small Town Graces. Address inquiries to [email protected] The Leader's Code is about the principles which have guided leaders over the years. The best leaders have always led by example by first directing themselves. Having mastered the art of self-management, the best leaders turn their attention to those who follow them. Their ultimate goal is to lead others to lead themselves. Leaders who put into practice the time-tested principles of The Leader's Code enable us all to work today with a vision of what we want tomorrow to be.

Understanding the basic tenets of management is certainly important, but following the conventional wisdom-such as not "wasting time"-is not necessarily the key to solving problems or achieving personal success. Providing advice that goes against that conventional wisdom is exactly what this book is about, whether it concerns how to get things done as you move up in a company or how to develop relationships and support both inside and outside an organization. In fact, not only is the advice unconventional-and in many cases heretical-so too are the subjects covered. For example, the importance of validating assumptions is not something you are likely to read about in most business books. But as Howard Pines explains, if you don't, you are likely to make both embarrassing and sometimes costly errors. Similarly, while there are many books that will tell you how to get a job, there are virtually no others that explain how to determine the best time and way to leave a job and/or a business. In addition, even when discussing aspects of business that are covered in other books, such as negotiating or dealing with change, the author enables you to see those subjects in a way that is both different and helpful. "Wasting Time" does not, however, provide simple answers. Rather, based on the author's fifty years of hands-on experience as a human resources executive, successful HR consultant, and business owner, the book shows how even issues that appear to be straightforward may, in reality, provide interesting dilemmas that require creative thinking and non-traditional approaches if you want to achieve the best solution

This book advances our understanding of interaction processes in multi-organisational partnerships, alliances and networks. By adopting a relational approach on collaboration, control, learning, conflict in and failure of inter-organisational relationships and networks, the book attempts to fill an existing gap in the literature. In so doing, it poses and answers leading questions such as: Which processes matter inside inter-organisational relationships and networks? What are the consequences of relations within them? The contributors' approach is relatively novel in the field of network studies: the process or relational stance taken complements existing knowledge on structural characteristics of inter-organisational relationships and networks. A number of key processes essential to their functioning and performance are addressed, and a future research agenda for structuralist, interactionist and combined approaches is recommended. Academics and practitioners focussing on organisation studies in general, and inter-organisational network research more specifically, will find this book a compelling read, as will consultants in inter-organisational collaboration and relationships.

In an ever-changing working environment, customer and workplace demands have brought new challenges to how we organize and manage work. Increasingly, this is addressed by the idea of 'agility.' From its beginning, agile work has claimed to be a radically different approach which allows organisations to react flexibly to changing environmental demands whilst also offering a 'people' centered approach to management. While the literature often examines agile instruments from a business perspective, this edited collection advances the discussion of the efficacy of agile working, by applying a more critical social science perspective.The chapters scrutinize whether agility is just a discursive imperative, or whether it is in fact a genuine organizational and institutional strategy that is meant to better deal with complexity and volatility. The answers to these questions can vary at different levels, and the editors therefore examine agility at the level of teams, organizations and societies. By assembling different perspectives on the sustainability and virtue of agile instruments, and by bringing together international scholars from a variety of disciplines, the project stimulates a comparative discussion.

In recent years, the utilization of Theory U has pushed the boundaries of traditional leadership and management thinking, making it an important aspect of change across a broad assortment of international businesses and communities. Perspectives on Theory U: Insights from the Field brings together an existing array of research on Theory U, including specific aspects of the theory, through diverse interpretations and contexts. While exploring key theoretical concepts and outlining current approaches and blind spots, this book will act as a reference source for researchers and practitioners intending to raise awareness of the applicability of Theory U to colleagues, students, and international business leaders.

Risk is the main source of uncertainty for investors, debtholders, corporate managers and other stakeholders. For all these actors, it is vital to focus on identifying and managing risk before making decisions. The success of their businesses depends on the relevance of their decisions and consequently, on their ability to manage and deal with the different types of risk. Accordingly, the main objective of this book is to promote scientific research in the different areas of risk management, aiming at being transversal and dealing with different aspects of risk management related to corporate finance as well as market finance. Thus, this book should provide useful insights for academics as well as professionals to better understand and assess the different types of risk.