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The authors of this book alert that professional services like law,
accountancy, and consultancy firms are set to face major
disruption. The most important driver and enabler are the new
technologies that help and in part substitute the work done by
professionals. The second important disruptor is the new generation
of professionals - "NewGen" - who are less interested in building
their careers in a hierarchical organization and more interested in
entrepreneurial challenges in small teams, with more rapid returns.
In the meanwhile, major service conglomerates - the "big four"
accounting firms, the "big three" consulting firms to name a few
examples - build their network using their brand and substantial
resources. All along, the relentless pressure from clients to
receive more services at lower cost continues. Medium-sized
professional firms as well as one-person independents appear to
suffer most from these disruptions and are most anxious to find new
ways to conduct their business. But the leaders of large firms also
feel that they are increasingly unable to support the innovative
entrepreneurship of their most promising professionals while their
organizations institutionalize and their overheads continue to
grow. This book proposes a new orientation and model of a
professional service firm as an answer to these challenges, by
creating a Professional Service Community. It is a synergistic team
of organizations that share a vision of their role in society and
main lines of their mission as well as the quality of their
deliverables and their key clients. At the same time, they are
independent in designing their internal business models - like
recruitment, training, knowledge management, and economics. The
Professional Service Community provides a unique and highly
attractive level of entrepreneurship, flexibility, and efficiency
to the benefit of its clients, partners, staff, and other
stakeholders. It is the way of the future.
In the quest for competitive advantage, navigating change can be
daunting. Following a unique, four-part structure focussing
on confronting strategic
issues, sensing opportunities and
threats, choosing strategies
and transforming organizations, this essential textbook
offers a fresh and provocative perspective on strategic management.
Covering the latest theories and concepts and taking an
action-oriented approach, the book includes: â˘Â Cutting-edge
content on the confront-sense-choose-transform stages of strategic
management such as purpose and sustainability, emerging
technologies, ecosystems and platforms, and business model
innovation â˘Â Four diagnostic chapters providing practical
tools for each stage of the strategy process â˘Â Nearly 70
case studies of internationally recognisable companies like Airbnb,
Ben & Jerryâs, Epic Games store, Hilton, Icebreaker,
McDonaldâs, NestlĂŠ, Northvolt, Tesla and PayPay â˘Â âKey
Debateâ boxes outlining opposing perspectives on hot topics in
the strategy field and âStrategic Focusâ boxes digging deeper
into contemporary phenomena Instructors can access a range of
online resources, including a teaching guide complete with case
study teaching notes, further reading and video links, PowerPoints
and a bank of additional case studies. Suitable for undergraduate
and postgraduate students of strategy, Strategic Management:
From Confrontation to Transformation will help you grow your
knowledge and experience of developing and implementing strategy in
the real world. Henk W. Volberda is Professor of Strategy
& Innovation at the Amsterdam Business School, University of
Amsterdam. Rick M.A. Hollen is a Lecturer and Researcher at
the Strategy & International Business section of the Amsterdam
Business School, University of Amsterdam and a Managing Research
Associate at the Amsterdam Centre for Business Innovation (ACBI).
Joana R. Pereira is Lecturer in the Strategy and Organization
group of Leeds University Business School, University of Leeds.
Jatinder S. Sidhu is Professor and Chair in Strategic
Management and Organization at Leeds University Business
School, University of Leeds. Kevin Heij is Senior Researcher
of the Amsterdam Centre for Business Innovation at the Amsterdam
Business School, University of Amsterdam.
Although research on business model innovation is flourishing
internationally, many important questions on the 'how', 'what', and
'when' of this process remain largely unanswered, particularly in
regard to the role of top management. This book answers some of
those pressing questions by taking a deliberately managerial
perspective. Based on new and original findings derived from a
survey among firms from various industries, and several case
studies (including DSM, NXP Semiconductors, Randstad, and TomTom),
the authors provide new insights into how and when managers can
change a firm's business model. They turn their attention
particularly to one key question: is it better to replicate
existing models or develop new ones? Business model renewal is
regarded as being especially vital in highly competitive
environments. Nonetheless, whatever the environment, high levels of
both replication and renewal will be key for a firm to succeed. The
book looks at four levers that can be used by managers to innovate
their business model: management itself, organizational structure,
technology, and co-creation with external parties. It discusses the
individual effects of these levers on business model replication
and renewal. It also analyses specific combinations that strengthen
business model innovation, including those which are technology
oriented, internally oriented, externally oriented, and those which
combine all of the levers in an integrated way.
In the quest for competitive advantage, navigating change can be
daunting. Following a unique, four-part structure focussing
on confronting strategic
issues, sensing opportunities and
threats, choosing strategies
and transforming organizations, this essential textbook
offers a fresh and provocative perspective on strategic management.
Covering the latest theories and concepts and taking an
action-oriented approach, the book includes: â˘Â Cutting-edge
content on the confront-sense-choose-transform stages of strategic
management such as purpose and sustainability, emerging
technologies, ecosystems and platforms, and business model
innovation â˘Â Four diagnostic chapters providing practical
tools for each stage of the strategy process â˘Â Nearly 70
case studies of internationally recognisable companies like Airbnb,
Ben & Jerryâs, Epic Games store, Hilton, Icebreaker,
McDonaldâs, NestlĂŠ, Northvolt, Tesla and PayPay â˘Â âKey
Debateâ boxes outlining opposing perspectives on hot topics in
the strategy field and âStrategic Focusâ boxes digging deeper
into contemporary phenomena Instructors can access a range of
online resources, including a teaching guide complete with case
study teaching notes, further reading and video links, PowerPoints
and a bank of additional case studies. Suitable for undergraduate
and postgraduate students of strategy, Strategic Management:
From Confrontation to Transformation will help you grow your
knowledge and experience of developing and implementing strategy in
the real world. Henk W. Volberda is Professor of Strategy
& Innovation at the Amsterdam Business School, University of
Amsterdam. Rick M.A. Hollen is a Lecturer and Researcher at
the Strategy & International Business section of the Amsterdam
Business School, University of Amsterdam and a Managing Research
Associate at the Amsterdam Centre for Business Innovation (ACBI).
Joana R. Pereira is Lecturer in the Strategy and Organization
group of Leeds University Business School, University of Leeds.
Jatinder S. Sidhu is Professor and Chair in Strategic
Management and Organization at Leeds University Business
School, University of Leeds. Kevin Heij is Senior Researcher
of the Amsterdam Centre for Business Innovation at the Amsterdam
Business School, University of Amsterdam.
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