This book brings together some of the latest thinking and research on cooperative strategy. Work in this area has grown rapidly over the last decade, but no single thematic approach has dominated and become the ascendant theoryDSresource dependency, transaction cost economics, and game theory have all made significant contributions to the growing literature on strategic cooperation. This book presents chapters from many of these theoretical perspectives and some of the key issues through a number of different lenses.

Foreword by Richard Hytner, Deputy Chairman, Saatchi & Saatchi Worldwide We've all worked with one--a smart and immensely talented individual who brings enormous value to the organization. The problem? He's an awful teammate. So as a leader, do you consider this key player toxic or irreplaceable? There Is an I in Team explores the relationship between individual and team--asking the question, How can we harness the talent of individual performers into a cohesive, productive team that creates overall value? And why are so many of our assumptions about teams wrong? Business challenges like this one mimic many of the issues facing sports teams, though admittedly the sports metaphors most commonly used in business are trite and superficial comparisons. What's needed are real and substantial lessons that managers actually can take from the world of high-performance sports and use in an everyday work environment. This book meets that need. University of Cambridge professor Mark de Rond has combined cutting-edge social and psychological research with rich stories from world-class sports teams, coaches, athletes, and even business executives. The result challenges our most popular notions about teams. Equally critical, it teaches an innovative way to transform team potential into measurable business advantage. You'll learn: * Why there is an I in team--and why that matters * Why an ideal team is rarely comprised of the best individual performers * Why conflict happens even when intentions are perfectly aligned * Why likability can trump competence even in technically sophisticated environments * Why a focus on interpersonal harmony can actually hurt team performance * Why data and sophisticated statistical tools are unlikely to eliminate the role of intuition At once readable and teachable, There Is an I in Team will strengthen your understanding of the issues that permeate teams of high-performers, and it will help you apply these new insights to your own work--giving you and your team an edge over the competition.

This book brings together some of the latest thinking and research on cooperative strategy. Work in this area has grown rapidly over the last decade, but no single thematic approach has dominated and become the ascendant theory. Resource dependency, transaction cost economics, and game theory have all made significant contributions to the growing literature on strategic cooperation. This book presents chapters from many of these theoretical perspectives and some of the key issues through a number of different lenses.

Since 1986 Darwin College, Cambridge has organised a series of annual public lectures built around a single theme approached in a multi-disciplinary way. These essays were developed from the 2008 lectures, which explored the idea of serendipity - the relationship between good fortune and the preparation of the mind to spot and exploit it. Serendipity is an appealing concept, and one which has been surprisingly influential in a great number of areas of human discovery. The essays collected in this volume provide insightful and entertaining accounts of the relationship between serendipity and knowledge, in the human and natural sciences. Written by some of the most eminent thinkers of this generation, Serendipity explores a variety of subjects, including disease, politics, scientific invention and the art of writing. This collection will fascinate and inspire a wide range of readers, highlighting the multifaceted nature of the popular, but elusive, concept of serendipity.

Strategic alliances are generally analyzed as planned and rational developments with clearly measurable outcomes in traditional management textbooks. Mark de Rond argues that such a view is unrealistic. Instead, he emphasizes the social dimension and the importance of the individuals involved inside alliances. Based on in-depth case studies of three major biotechnology alliances, the book combines insights from social theory and intellectual history with more mainstream strategic management literature. It provides a thought-provoking analysis that appeals to the reflective professional as well as academic researchers.