Cultural Implications of Knowledge Sharing, Management and Transfer:Identifying Competitive Advantage
This edited book examines the challenges and opportunities arising from today´s sharing economy from an operations management perspective. Individual chapter authors present state-of-the-art research that examines the general impact of sharing economy on production and consumption; the intermediary role of a sharing platform; crowdsourcing management; and context-based operational problems. Sharing economy refers to a market model that enables and facilitates the sharing of access to goods and services. For example, Uber allows riders to share a car. Airbnb allows homeowners to share their extra rooms with renters. Groupon crowdsources demands, enabling customers to share the benefit of discounted goods and services, whereas Kickstarter crowdsources funds, enabling backers to fund a project jointly. Unlike the classic supply chain settings in which a firm makes inventory and supply decisions, in sharing economy, supply is crowdsourced and can be modulated by a platform. The matching-supply-with-demand process in a sharing economy requires novel perspectives and tools to address challenges and identify opportunities. The book is comprised of 20 chapters that are divided into four parts. The first part explores the general impact of sharing economy on the production, consumption, and society. The second part explores the intermediary role of a sharing platform that matches crowdsourced supply with demand. The third part investigates the crowdsourcing management on a sharing platform, and the fourth part is dedicated to context-based operational problems of popular sharing economy applications. ´´While sharing economy is becoming omnipresence, the operations management (OM) research community has begun to explore and examine different business models in the transportation, healthcare, financial, accommodation, and sourcing sectors. This book presents a collection of the state-of-the-art research work conducted by a group of world-leading OM researchers in this area. Not only does this book cover a wide range of business models arising from the sharing economy, but it also showcases different modeling frameworks and research methods that cannot be missed. Ultimately, this book is a tour de force - informative and insightful!´´ Christopher S. Tang Distinguished Professor and Edward Carter Chair in Business Administration UCLA Anderson School of Management
Knowledge Management in the Sharing Economy:Cross-Sectoral Insights into the Future of Competitive Advantage Knowledge Management and Organizational Learning. 1st ed. 2018
Knowledge sharing management in software outsourcing projects:A Systematic Literature Review Asad Ullah Alam, Siffat Ullah Khan
The Power-Sharing and Management of Clan Conflicts in Somalia: Abdullahi Hersi
Today, no one is, nor can be, an expert in everything. In every challenge, it is easy to feel that you don´t know enough to keep up with the accelerating pace of change inside our organisations, let alone the world outside. Start with the assumption that somebody somewhere has already done what you are trying to do. How can you find out whom, and learn from them? Learning to Fly shows exactly how to put knowledge management theory into practice, sharing the tools used and the experience and insights gained by two leading practitioners. Completely updated for the second edition, Learning to Fly shares the authors´ experiences from BP and other leading knowledge organisations.and incorporates new material on implementation and best practice, including a CD-ROM with KM tools and exercises. ´´Chris Collison and Geoff Parcell show how new ideas and tools are making working and learning inseparable.´´ --Peter Senge Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.
The next level for creating and capturing value for clients and businesses in the banking, wealth and asset management industry are platform business models embedded in cross-sector ecosystems. Sharing information and knowledge, co-innovating with clients, communities, and competitors and adopting cognitive technology, robo advisors, crowdfunding, and blockchain reflect the socio-economic behavior in the interconnected digital world. Emerging growth regions in Asia, demographic shifts, intergenerational wealth transfers, and increasing regulations are further trends that are amplifying each other and disrupting the client journey and affecting the entire economy. As this is not enough, we have never experienced before that new market entrants outside the financial sector, be it Amazon, Apple, Google, or Facebook, increasingly expand scale and scope to offer financial services. Featuring case studies of Chinese cross-sector ecosystems like that of Alibaba and Ant Financial that transformed from domestic and organic growth to rapid global expansion, this highly readable book gives you a glimpse how banking services where you just walk out of the store and pay with a smile are evolving. We break down everything you need to know about challenger bank´s foray into financial services by leveraging their digital platforms and analytical capabilities, offering services from health to wealth, threatening incumbent banks. This is the last call for banks with traditional business models to open up and engage in an innovation ecosystem that transcend organizational boundaries and performs without sector borders because every actor contributes to the value constellation of the system. The book provides practitioners and scholars with new insights about open and holistic business models with platforms as the crucial entry point to global markets where competition will be among ecosystems rather than on company level. It encourages leaders to expand their skills and think through the lens of the ecosystem theory, while developing compelling strategies to serve the next generation clients.
One small idea can ignite a revolution just as a single matchstick can start a fire. One such idea, putting employees first and customers second, sparked a revolution at HCL Technologies, the IT services giant. In this candid and personal account, Vineet Nayar, HCLT´s celebrated CEO, recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around. By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world. Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: Creating a sense of urgency by enabling the employees to see the truth of the company´s current state as well as feel the ´´romance´´ of its possible future state, Creating a culture of trust by pushing the envelope of transparency in communication and information sharing, Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone, Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of ´´change´´ to the employee in the value zone. Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.
New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today´s companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it´s not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don´t learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children´s Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.
With a Foreword by Paul Polman, CEO, Unilever. Frugal innovation is a way that companies can develop high-quality products and create more value with limited resources. In today´s cost-constrained environment, companies in the developed economies are seeking new routes to long-term business success - while also appealing to cost-conscious and environmentally-aware consumers. With an estimated trillion-dollar global market for sustainable products, and with potentially huge cost savings to be gained, frugal innovation is revolutionising business and reshaping management thinking. This seminal book gives an overview of the principles, perspectives and techniques behind frugal innovation, connecting with key contemporary business concepts such as the sharing and circular economies and the maker movement. It offers a blueprint for leaders and managers in companies of all sizes and across all sectors on how to profit from doing business frugally. Based on the authors´ six key principles of frugal innovation, and packed with targeted advice and recommendations for business functions such as R&D, operations, HR and sales, Frugal Innovation is a masterclass in the art of doing more with less.