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).Even so, its sales and service staff at the time were not easily transferable to the copier market without additional large investments in technology and product- specific training. It is not surprising, therefore, that Xerox enjoyed a virtual monopoly in the big copier industry. Canona#39;s Distributed Copier Business Model Canon dedicated its research efforts during the 1960s to develop an alternative to Xeroxa#39;sanbsp;...
|Title||:||Strategic Management in the Knowledge Economy|
|Author||:||Marius Leibold, Gilbert J. B. Probst, Michael Gibbert|
|Publisher||:||John Wiley & Sons - 2007-06-27|