In just 24 lessons of one hour or less, Design Thinking for Tech helps you inject techniques and exercises into your projects using the same systematic and creative process that designers have used for years. Anderson walks you through a simple four-phase Design Thinking model, showing how to loop back, keep learning, and continuously refine your work. You start by understanding the essential "what, how, when, why, and who" of Design Thinking. Next, you use core Design Thinking techniques to understand the big picture, focus on your most critical problems, think more creatively about them, take the "next best steps" toward problem resolution and value creation, and along the way rapidly iterate for progress. Every lesson builds on what you've already learned, with exercises crafted to deliver directly relevant experience. Regardless of your role in the world of technology, you'll learn how to supercharge success for any tech-related project, business initiative, or digital transformation. Learn how to... Apply a simple four-phased Design Thinking model in team and individual settings Inject game-changing methods into the project lifecycle Gain crucial "big picture" insights into how a situation has evolved over time Build and maintain healthier, more resilient teams Reskill teams to deliver greater business, functional, and technical impact Set and manage realistic expectations through a 360 Degrees view of your stakeholders Connect, communicate, and empathize with the right people at the right time Liberate the ideas trapped in your head so you can explore them deeply with others Think divergently, expand creativity, and work through uncertainty Navigate problems to quickly arrive at potential solutions Deliver incremental yet real value to people who desperately need it Start small to deliver greater value at velocity Improve how you approach and manage change Step-by-step instructions carefully walk you through the most common tasks. Practical, hands-on examples show you how to apply what you learn. Quizzes and exercises help you test your knowledge and stretch your skills. Notes and tips point out shortcuts and solutions.

This book addresses the different kinds of businesses launched by entrepreneurs and explains why their differences are so critical for our understanding of entrepreneurship. While entrepreneurs create a wide variety of businesses, overwhelming emphasis has been placed on explosive growth firms such as Facebook, Google, Amazon, Uber and Airbnb. Although important, these businesses represent less than one percent of start-ups. The book distinguishes four types of new ventures: survival, lifestyle, managed growth and aggressive growth. Underlying characteristics of each type are investigated, together with the resources, skills and capabilities necessary for their success. Issues that arise based on this typology are explored, including reasons why ventures of one type rarely change to become another, and how entrepreneurs determine which they should pursue. In addition, the authors introduce the 'portfolio' concept, where the need to develop a balanced mix of venture types is emphasized. The principal audiences for What Do Entrepreneurs Create? include entrepreneurship educators, scholarly researchers, public policy developers, economic development professionals, and community organizations striving to foster entrepreneurial activity.

This timely Handbook investigates the many perspectives from which to reconsider teaching and learning within business schools, during a time in which higher education is facing challenges to the way teaching might be delivered in the future. Bringing together a diverse range of expert contributors, this Handbook fills gaps in current knowledge and research, whilst expanding and exploring new fields. Topics covered include the use and value of learning technologies, leadership education and continuous professional development of research-based teachers. Crucially, the Handbook considers how faculty at all levels of seniority will be forced to challenge their own modus operandi in designing and delivering teaching. This is especially important during and in the aftermath of the COVID-19 pandemic, where blended learning should be carefully assessed before it is adopted as part of any course design. Offering both practical suggestions and cutting-edge research into the field, this Handbook will be a key resource for academics, practitioners and students in business and management education who wish to consolidate their teaching and learning and further understand the broader issues surrounding it.

William Shakespeare and 21st-Century Culture, Politics, and Leadership examines problems, challenges, and crises in our contemporary world through the lens of William Shakespeare's plays, one of the best-known, most admired, and often controversial authors of the last half-millennium. As perhaps the most oft-cited author in the West outside of the Judeo-Christian Bible, Shakespeare has often been considered a sage, providing manifold insights into our shared human qualities and experiences across time and geography. The editors and authors of this accessible book leverage the now global scope of that sibylline reputation to explore what the Bard might tell us about ourselves, our politics, our leaders, and our societies today. The chapters are written with critical rigor and will appeal to scholars and students in leadership and literary studies but are accessible to non-Shakespeare experts. Anyone looking to explore the ongoing relevance of Shakespeare's work will find this volume enlightening and entertaining.

This textbook addresses the most crucial strategic decisions and management challenges facing managers of multinational enterprises (MNEs) operating across different institutional settings and complex cultural contexts. How can managers of MNEs address pressures for local responsiveness and global integration? What are cultural and institutional differences and how do they impact the management of MNEs? How can managers create social capital across the MNE in the face of such differences? How can managers ensure knowledge transfer across the MNE? How can human resources be managed in a world of differing standards? Taking a critical, multi-level approach to international business, this textbook: Explores the strategic choices available to managers of MNEs and their consequences in an interactive way, providing an original, and engaging approach to the subject for students seeking to understand the issues faced by managers of MNEs Gives state-of-the-art theoretical overviews of topics related to global strategy and management, making this textbook a useful reference for academics as well as students Offers thirteen original, rich, case studies to illustrate each chapter's theory, highlighting the key challenges and dilemmas faced by managers of MNEs Provides clear exposition and critique of current literature to provide students with a firm theoretical understanding of the subject. This textbook provides a fresh and important contribution to the management of MNEs and will be invaluable for both students at masters level and their lecturers. It will also appeal to practitioners facing the daily challenges of managing MNEs.

Scaling the Social Enterprise is an ideal text for courses that focus on social entrepreneurship and social innovation, at either the graduate or undergraduate level. Common themes across high growth social startups discussed in the book include: building and modifying a management team for growth creating and maintaining a dynamic stakeholder network choosing corporate form and funders moving from idea to pilot, to roll-out, and pivots along the way the importance of media magic in building a brand developing and refining one's value chain the pivotal role of technology in scaling. Featuring high profile, high growth social startups including Fair Trade USA, Revolution Foods, Sanergy, Kiva, d.light, Back to the Roots, and Grameen America, the chapter on funding social startups also profiles social funders such as Bridges Fund Management and Better Ventures, amongst others.

The path of a doctoral student can feel challenging and isolating. This guide provides doctoral students with key ideas and support to kick-start a doctoral journey, inspire progress and complete their thesis or dissertation. Featuring observations from experienced supervisors, as well as the reflections of current and recent postgraduate researchers, this intimate and entertaining book offers vital insights into the critical moments in any doctoral experience. Bringing together the voices of doctoral supervisors and candidates past and present from around the globe, How to Keep your Doctorate on Track will be a trusted companion for any PhD, DBA or EdD student. Supervisors and those offering support and guidance to doctoral candidates will also glean valuable insight into fresh approaches and their own practice. Contributors include: A. Alecsandru, F. Archontoulis, C. Atkinson, A. Byrnes-Johnstone, J. Callahan, A. Casey, R. Cole, O.S. Crocco, M. Cseh, Z. Djebali, G. Dobson, J. Donaghey, D.C. Duke, U. Furnier, V.O. Gekara, T. Gray, T.W. Greer, A. Hallin, B. Harney, G. Henry, C. Hughes, P. Jordan, M. Knox, S.F. Lambert, A. Lee, Q.Y. Lee, A. Lobo, R. Markey, N.S. Mauthner, E. McDonald, L. McKerr, D. Nickson, K. Nimon, E. Partlow, H. Prescott, N. Reynolds, S. Riaz, A. Robertson, J. Robinson, K. Rosenbusch, G. Ryan, J.J. Saunders, M. Shirmohammadi, M.K. Tran, A. Trif, M. Valverde, P. Watson Black, V. Webster, R. Whiting, C.F. Wright

How to Manage Student Consulting Projects describes the key principles and tools needed by project advisors to manage student consulting projects in an academic setting. The authors highlight different approaches for managing student consulting teams, including an innovative model in which graduate students manage undergraduates. This model of experiential learning suggests that project advisors should include reflection of learning as a key outcome for any student consulting project. The book also emphasizes the importance of evaluating both team and individual performance in a project's overall success, and data are shown on the positive impact that student teams have had on clients. In addition to offering strategies that project advisors can use to improve project performance, the book provides information for program administrators and deans, as well as project managers in non-academic settings, to help in the development and running of project-based learning.

This insightful book introduces a range of innovative strategies for collecting contemporary textual documentary evidence. Featuring insightful vignettes, it comprises a critical guide to the various challenges of collecting documents to realize each of those strategies. Bill Lee explains how the epistemological and ontological assumptions of the researcher may influence their choice of a research strategy for surveys, comparative case studies, critical narratives and constitutive discourses when collecting documents. The book offers examples of published studies in the different branches of management and considers the strengths and weaknesses of grounding research studies in the collection of documentary evidence. Providing step-by-step guidance for the operationalization of a chosen research strategy for collecting documents, it also builds a crucial list of different repositories of documents that might be employed in research. This cutting-edge book presents useful guidance and illuminating insights for business and management students of all levels hoping to improve their use of documents in dissertations and research projects. It will also be useful for researchers utilizing documentary evidence for the first time.

Managing the Partners in Strategic Alliances is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series also includes comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series seeks to disseminate theoretical insights and practical management information that should enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Managing the Partners in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 14 chapters in this volume deal with significant issues relating to the management of the partners in strategic alliances. These issues run the gamut from deterring deceitful behaviors, partner selection and control, interpartner learning, harmony, negotiation, tensions, and diversities, to partner management and alliance performance. The chapters contain empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on managing the partners in strategic alliances.