Michael Gibbert — новинки

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies. On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance (Lafite-Rothschild, Who's Who, Holcim, BRL Hardy, Kuoni BTI, Deutsche Bank, Unisys, Novartis).

This book explores the creation of 'learning networks' and sheds light on how they function:– real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks. Written by international experts in the field of global strategy. Contributions have been selected for their insights and interdependence between organizational learning and networks. Looks at topics such as real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks.

Companies have a wide basket of possibilities to enlarge their market view and catch new opportunities if they opt for a different segmentation approach, based on the job customers need to get done. The present study discusses the meaning of product recategorization in order to overcome conventional market segmentation techniques, which tend to establish a bi-univocal relation between a product and an addressed cluster. This research examines the behavior adopted by tesa, a multinational company leader in the production of adhesive tapes, to conquer the Arts & Entertainment market; it outlines the importance of including customers' opinions and needs in order to be profitable, underlining that this is not only a B-2-C requirement, but also a B-2-B one. It highlights that technology does not always represent the most important and successful innovation driver. The paper is focused on the numerous recently discovered tape applications in the show business world and on a new artistic trend, represented by the tape art.