The Flexible Firm: Capability Management in Network OrganizationsJulian Birkinshaw, Peter Hagström OUP Oxford, 16/03/2000 - 246 من الصفحات The pace of change in the business world is becoming faster. This book provides a detailed account of the network-like organization forms that some firms are adopting to make themselves more flexible and responsive to changing technologies and customer demands. As these organizations become more pervasive, the winners will be those firms that develop the specific capabilities that are needed to thrive in a networked world. Paradoxically, such capabilities are developed not only at the firm level, but also in the relationships the firm has with its external network and in the operating units within the firm. This perspective has implications for the 'resource-based view of the firm' in the field of strategic management, suggesting that the development of capabilities is a more complex and multi-level process than was traditionally thought. This book brings together eleven chapters, each focusing on a particular aspect of capability development in the networked firm. It is based on research in five big Swedish firms (Ericsson, Volvo, Skandia, Pharmacia & Upjohn, SE Banken) as well as a number of other well-known firms such as HP and ABB. The book will be essential reading for advanced students in strategy and international business wanting to keep abreast of current thinking and company practices. |
من داخل الكتاب
النتائج 1-5 من 60
الصفحة ix
... Role of External Linkages in Strategy Creation 82 PATRICK REGNÉR 6. Innovation in the Networked Firm : The Need to Develop New Types of Interface Competence 106 STEFAN JONSSON 7. Communities of Practice in a High - Technology Firm ROBIN ...
... Role of External Linkages in Strategy Creation 82 PATRICK REGNÉR 6. Innovation in the Networked Firm : The Need to Develop New Types of Interface Competence 106 STEFAN JONSSON 7. Communities of Practice in a High - Technology Firm ROBIN ...
الصفحة 6
... role of peripheral organizational units in external knowledge co - ordination is illustrated in Chapter 5 ( Regner ) , which stresses the crucial role of alternat- ive strategy creation paths . Chapter 4 ( Bresman ) shows that a great ...
... role of peripheral organizational units in external knowledge co - ordination is illustrated in Chapter 5 ( Regner ) , which stresses the crucial role of alternat- ive strategy creation paths . Chapter 4 ( Bresman ) shows that a great ...
الصفحة 7
... roles and relationships — whether or not they fit the network organisa- tion image . Organisational type depends on the particular pattern and characteristics of the network . For example , a network characterised by rigid hierarchical ...
... roles and relationships — whether or not they fit the network organisa- tion image . Organisational type depends on the particular pattern and characteristics of the network . For example , a network characterised by rigid hierarchical ...
الصفحة 15
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الصفحة 16
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المحتوى
1 | |
Task Partitioning Communication Activities | 21 |
Linking External Demands | 43 |
The ExperienceCurve of Capability Management | 63 |
The Role of External Linkages | 82 |
The Need to Develop | 106 |
Communities of Practice in a HighTechnology Firm | 126 |
Insights from Five | 149 |
Information Technology | 194 |
Relaxing the Boundaries of the Firm | 207 |
References | 213 |
Index | 227 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability absorptive capacity activities American Skandia analysis approach boundaries business unit capability management case-study chapter co-ordination communities of practice competencies complex concept content theories corporate managers creative Economics effects environment Ericsson evaluations external integration external networks factors financial performance firm focus function global account management Hagström Harvard Business Harvard Business School hierarchy Icon Icon Medialab important individual industry and resource innovation process input interaction internal market system interviews involved issues knowledge management learning ment multinational network organizations organizational Organizational Learning outsourcing perception gaps peripheral Peter Hagström Pharmacia & Upjohn problems product development programme relation relationships resource-based view resources and capabilities responsible role Skandia AFS specific Strategic Management Journal strategy content strategy creation strategy process structure subsidiary managers supplier tacit knowledge theory tion transfer variables Volvo Volvo Aero Zander
مقاطع مشهورة
الصفحة 154 - The marvel is that in a case like that of a scarcity of one raw material, without an order being issued, without more than perhaps a handful of people knowing the cause, tens of thousands of people whose identity could not be ascertained by months of investigation, are made to use the material or its products more sparingly; ie, they move in the right direction.
الصفحة 45 - Uncertainty is defined as the difference between the amount of information required to perform the task and the amount of information already possessed by the organization (1973, p.
الصفحة 11 - Capabilities, in contrast, refer to a firm's capacity to deploy resources, usually in combination, using organizational processes, to effect a desired end.
الصفحة 66 - Organizations are systems of interdependent activities linking shifting coalitions of participants; the systems are embedded in dependent on continuing exchanges with and constituted by - the environments in which they operate.
الصفحة 128 - Implicit learning is the acquisition of knowledge that takes place largely independently of conscious attempts to learn and largely in the absence of explicit knowledge about what was acquired.
الصفحة 11 - A firm's resources and capabilities include all of the financial, physical, human, and organizational assets used by a firm to develop, manufacture, and deliver products or Services to its customers." AMIT/SCHOEMAKER (1993) „[...] will be defined as stocks of available factors that are owned or controlled by the firm.
الصفحة 151 - The rest of the chapter is organized as follows, In section 2 we...
الصفحة 104 - Where the co-ordination and accumulation of knowledge is key, and where patterns of belief and attitude are important, other disciplines will have more to say
الصفحة 129 - Indeed, it is argued that this is not possible due to the pure informal nature of communities of practice (Wenger 1998). Thus, we must satisfy ourselves at this point with a definition that captures this fluidity and intangibility. A group of people informally and contextually bound who are applying a common competence in the pursuit of a common enterprise (Brown 6c Duguid 1991; Lave & Wenger 1991; Snyder 1997; Wenger 1998).