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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).
- Sales Rank: #3932807 in Books
- Brand: Brand: Publicis
- Published on: 2005-12-09
- Original language: English
- Number of items: 1
- Dimensions: 9.96" h x .80" w x 6.91" l, 1.74 pounds
- Binding: Hardcover
- 355 pages
- Used Book in Good Condition
Review
" ... Essential reading for anyone seriously concerned with the subject... " ("Long Range Planning, June 2004)
From the Back Cover
Strategic Management in the Knowledge Economy
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).
"Commodity industries like cement offer huge opportunities for performance-oriented knowledge sharing and learning, and this book provides us with the essential elements in an excellent and complete way. Given the good experiences made with our learning related initiatives and tools throughout the various continents where our group is active, we continue to actively promote and encourage systematic best practice exchange, in order to continuously learn from and leverage global experiences."
—Markus Akerman, CEO, Holcim Group
"This a Unique collection of readings, cases, and interpretive chapters on strategy and strategizing in the knowledge economy. Executives in all knowledge-intensive organizations need to pay close attention to it. This is the new direction for strategy in the 21st century, and Leibold, Probst and Gibbert's book is the first available resource."
—Thomas H. Davenport, Director, Accenture Institute for Strategic Change; Professor of Management and Technology, Babson College
"This book makes a valuable contribution to strategic management theory and practice. I agree entirely that the traditional approaches to managing strategically in the global knowledge economy are deficient, and a systemic approach in the knowledge-networked global economy makes absolute sense."
—Johan Van Zyl, CEO, Toyota South Africa
Including the concepts of
- Socio-Cultural Network Dynamics
- Systemic Scorecards
- Customer Knowledge Management
"What is really new in the knowledge Economy? How to move beyond the limitations of traditional Strategic Management approaches? This book provides an excellent basis to address these challenging questions and to understand the new mindsets and competencies necessary to design efficient, effective and sustainable knowledge ecosystems - organizations able to adapt and prosper in today's and tomorrow's complex global markets."
—Albert A. Angehrn, Professor of IT and Entrepreneurship, INSEAD; Alcatel Chair of the Net Economy and e-Management
"From an international perspective, I think this book makes a unique and important contribution to the field of strategic Management."
—Victor C. Cordell, PhD, Professor and Director, International Business Planning Program, Fisher Graduate School of International Business, Monterey, Institute of International Studies, California, USA
About the Author
MARIUS LEIBOLD is Professor in Strategic International Management at Stellenbosch University (SU), South Africa, and also Professor in Strategic Management at Business School Netherlands International. He holds visiting positions at North American and European universities, and is a director of the WISE research program at International University of Bremen. His research focus is on business models for global competitiveness, disruptive innovation, and strategic values.
GILBERT J.B.PROBST is Professor in Organizational Behavior and Management at the University of Geneva, Switzerland, where he also directs the MBA program. Prior to Geneva, he taught as a visiting faculty member at the Wharton School in Philadelphia. He received his Ph.D. from the University of St.Gallen. He is founder and chairman of the Geneva Knowledge Forum, comprising 20 multinationals, and co-author of Managing Knowledge (published by Wiley). He also serves as a board member of major companies and training institutions.
MICHAEL GIBBERT is Assistant Professor in Strategic Management at the Institute for Economics and Management, Bocconi University, Italy. His previous positions were at Ludwig Maximilians University in Munich, Stellenbosch University (visiting faculty member) and INSEAD, France (research associate). His reseach focus is on learning networks, competitive strategy and generalizability in strategy research.
Most helpful customer reviews
0 of 0 people found the following review helpful.
A useful summary of alternative approaches
By Bill Godfrey
This book is part authored and part edited, in that many of the sections are reprinted from other sources, with authors including Peter Senge, Michael Porter, Gary Hamel and others.
It consists of six chapters, each with an original authored section, one or more reprinted articles, and case studies. It is primarily designed as an academic textbook, but some of the sections provide useful summaries for practitioners.
Those whose experience of strategic planning is limited to traditional approaches will find the summaries of alternative approaches and their application useful and enlightening. Those who are familiar with the modern range of approaches may find the book provides a useful overview of alternative approaches to strategy and why some work better than others, and also some useful tools. As with all books of this kind, one is left to wonder whether the success of strategies outlined in the case studies is the result of superior technique or analysis, or simply a happy accident, and what lessons can be learned from the cases by those faced with developing a strategy for their own business.
One notable lack is the absence of any discussion of the role of scenarios in the development of strategies.�
0 of 0 people found the following review helpful.
Excellent
By A Customer
I am a student of Professor Leibold, and this book was essential in helping me pass his course. I recommend it to anyone studying strategic management, or developing a corporate strategy.
0 of 1 people found the following review helpful.
Just excellent!!
By A Customer
Very nice book! The case studies and approaches are very helpfull to make the link bewtween both strategic management and knowledge management.
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