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Jade Stone

Max Harper

The Silent CEO

Business and Management (R0)

Christian Baier empirically investigates the alignment-performance link in PSM. His findings provide clear guidance to practitioners on how to design their purchasing strategies and practices to achieve maximum alignment and thus effectively contribute to the firm’s competitive advantage.

Christian Baier

Performance Implications of Fit between Business Strategy, Purchasing Strategy, and Purchasing Practices

The Alignment Performance Link in Purchasing and Supply Management

&lt;p&gt;We live and work in a world of change. Helping individuals and teams prepare for, respond to, and learn from change are critical for thriving. Managers and leaders at all levels play a vital role in developing talent, increasing performance, and supporting transitions and transformations. This book is about effectively coaching others in your role as a manager-coach. A manager-coach is a person who uses coaching-related knowledge, approaches, and skills to coach team members in the organization who report to them or who have sought their coaching. &lt;/p&gt; &lt;p&gt;&lt;/p&gt; &lt;p&gt;In 16 chapters, leaders at all levels, human resource professionals, and graduate students will find research-based, practical approaches to developing talent, improving performance, and supporting transformation. Topics include the change coaching process, theoretical foundtions of coaching, use of self in managerial coaching, six coaching skills, how to coach across differences, specialty coaching (peer, team, and executive), ethical considerations for coaching, and continuous development for manager-coaches. &lt;/p&gt; &lt;p&gt;&lt;/p&gt; &lt;p&gt;Provides models, frameworks and tools that can be used to coach team members. &lt;/p&gt;

John L. Bennett

The Manager's Guide to Coaching for Change

&lt;P&gt;Newspaper columns blare the news daily. There is no doubt that we are struggling through a worldwide economic and financial crisis of a magnitude not witnessed since the Great Depression.&lt;/P&gt;&lt;P&gt;In this environment, fraught with danger, no company can afford to take a wait-and-see attitude. One hesitation or misstep can result in the rapid demise of a once stalwart enterprise. Even small miscalculations can topple mighty empires; consider the U.S. auto industry, for example. The severity of the crisis demands that your company understand its causes, diagnose carefully, implement decisively and monitor constantly.&lt;/P&gt;&lt;P&gt;However, the crisis also creates chances for companies that learn to assess risk, recognize opportunity and take action quickly. This book is an antidote to the chorus of doom-and-gloom, a manual for business leaders and employees who are ready to fight. In &lt;EM&gt;Beat the Crisis,&lt;/EM&gt; international strategy guru, Hermann Simon, offers 33 practical actions that any company can take immediately. Organized into broad categories—"Changing Customer Needs," "Sales and the Sales Force," "Managing Offers and Prices" and "Services"—Simon shows companies how to focus on the areas where emphatic action can have quick and maximum impact on corporate performance. Drawing from dozens of successful cases around the world, Simon helps readers learn to read the market signals, develop quick solutions, and stay a step ahead of their competitors, while avoiding the pitfalls looming in the crisis. A concluding chapter looks beyond the crisis and considers the longer-term socio-political and business consequences, in which Simon foresees a new era of restraint.&lt;/P&gt;

Hermann Simon

Beat the Crisis: 33 Quick Solutions for Your Company

Digitales

Los cambios paradigmáticos en el panorama de los negocios, que se conocen con el nombre de 'puntos de inflexión', pueden generar nuevas oportunidades empresariales (como, por ejemplo, Amazon y Netflix) o dar lugar a consecuencias devastadoras (como en el caso de Blockbuster y Toys R Us). Sólo aquellos líderes que pueden 'ver lo que se avecina' -es decir, que son capaces de detectar puntos de inflexión revolucionarios surgiendo antes de que golpeen- están preparados para triunfar en este mercado. Rita McGrath, profesora de la Escuela de Negocios de la Universidad de Columbia y consultora empresarial, sostiene que los puntos de inflexión, pese a parecer repentinos, no son aleatorios. Cada cambio aparentemente inmediato es la etapa final de un proceso que se ha estado desarrollando sutilmente desde hace algún tiempo. Si cuentan con las estrategias y herramientas adecuadas, las empresas inteligentes pueden ver venir estos puntos de inflexión y emplearlos para obtener una ventaja competitiva. Viendo lo que se avecina es la primera guía práctica para adelantarse a los puntos de inflexión, comprenderlos y sacarles todo el jugo, moldeando así el mercado.

Rita McGrath

Viendo lo que se avecina

&lt;div&gt;This book focuses on foreign firms’ nonmarket strategies and lobbying in Japan, in which important readjustments in traditional power configuration have taken place, giving more leeway to various stakeholders.&amp;nbsp; The author analyzes in-depth how firms deploy their influence in a country that used to be dubbed "the castle" due to its difficulty of access, a theme on which minimal information currently exists. As professionals acknowledge, and contrary to what is usually assumed, similarities with the United States or the European Union outweigh local differences that though must still be addressed are no longer insuperable. With globalization and the rise of economic interdependence, it is now easier for foreign players with valuable assets to be part of the game.&amp;nbsp;&amp;nbsp;&lt;/div&gt;&lt;div&gt;&lt;br&gt;&lt;/div&gt;&lt;div&gt;A significant feature of the country is the weight of collective action and the reluctance towards individual or direct lobbying as reflected in the perceptions and firms’ organization. The consequence for foreign firms is that they are often compelled to circumvent with soft strategies. This book will take the reader over 20 cases that display a striking multiformity and highlight conditions for success for foreign businesses in Japan and will be of interest to scholars as well as practitioners.&lt;/div&gt;&lt;br&gt;

Eric Romann

How Foreign Firms Lobby “Inside the Castle”

Nonmarket Strategy in Japan

Economics and Finance (R0)

&lt;p&gt;This second edition offers a primer on the valuation of startups and scaleups. Innovative startups are characterized by high growth potential that usually absorbs liquidity. These features are unattractive for traditional banks, which are replaced by other specialized intermediaries such as venture capital or private equity funds, which diversify their portfolios and base their strategies on a multi-year exit. Startups coexist in an evolving ecosystem with established firms, to which they transfer innovativeness, technology, flexibility, and time-to-market speed, contributing to reinventing the business models and receiving feedback from mature firms on the current market features, the existing clients, and their unsatisfied needs. The valuation paradigms represent a central issue for any startup seeking external finance, either from family and friends or through a wider professional network. This updated book, complemented by practical cases (for instance, FinTechs, digital platforms, and e-Health applications), offers a guide to practitioners, students, and academics about the trendy valuation patterns of startups based on their strategic business planning.&lt;/p&gt;


Roberto Moro-Visconti

From Strategic Business Planning to Digital Networking

Startup Valuation

AI Essentials for Leaders

&lt;p&gt;&lt;em&gt;Artificial Intelligence: Shaping the Future of Innovation&lt;/em&gt; provides a concise non-technical introduction to artificial intelligence as the key driver of innovation in the new economy. The book positions AI as a General Purpose Technology, vital for driving advancements across all sectors of business, government, and society.&lt;br&gt;&lt;br&gt;
    Written for leaders, innovators, and decision-makers, this book bridges the gap between technical complexity and practical application, demystifying AI's core concepts while illuminating its catalytic impact across industries and organizations. Through a careful examination of &lt;em&gt;innovation dynamics&lt;/em&gt;, &lt;em&gt;computational foundations&lt;/em&gt;, and &lt;em&gt;core AI principles&lt;/em&gt;, readers will gain the essential knowledge needed to both understand and effectively navigate the AI landscape.&lt;br&gt;&lt;br&gt;
    This succinct guide makes technical concepts accessible—from algorithms and machine learning to deep learning and generative AI—giving leaders the clarity they need to engage confidently with AI technology.&lt;/p&gt;

Alfred Essa

Shaping the Future of Innovation

Artificial Intelligence

​This is the third in a series of casebooks on issues faced by families owning and managing a business. This volume focuses on the management of growth, decline, and transition in such firms. These cases are clustered together because family firms grow, decline, and grow again, often transforming themselves several times in the course of their existence, as they face succession issues, financial constraints, and changes in market demand. Managing change also has significant impact on the firm-owning families and their individual members, especially when making decisions under conditions of uncertainty.  The eight cases presented in this volume, as those in the previous two casebooks, were developed as a response to the lack of a diversity and selection of cases on family business. The cases emerged by engaging students to help develop them as a part of the curriculum for teaching family business to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland.  However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well.  ​

Malin Brännback

Alan L. Carsrud

Case Studies on the Management of Growth, Decline, and Transition

Family Firms

Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: Distinction, University of Lincoln, course: Masters of Business Administration, language: English, abstract: It is argued by several scholars that Corporate Social Responsibility (CSR) is considered by corporations as strategic for the business because of its contribution to financial performance (Barnett, 2007; Orlitzkyetal., 2003) or to market value (Mackey et al, 2007). Recent studies find it wiser for the firm to act strategically with regard to CSR activities and suggest using the same frame work that guides their core business choices in order to make CSR a source of competitive advantage for the firm (Maxﬁeld, 2008). The stake holder model of strategic management, the inclusion of social demands as strategic issues, as well as suggestions of more general ways in which CSR Programmers can create strategic benefits for the Organization have been included in attempting to integrate the concepts of CSR and corporate strategy (Burke and Logsdon, 1996; Carroll et al, 1987;Galbreath, 2006).  In this essay, the author will analyse and discuss the main issues which are needed to consider when managing strategic change in the context of CSR by using the example of different organizations. Moreover, the main issues will be explored and criticised within the context of strategic change and CSR. Furthermore, it will consider the effects of such strategic change on stakeholder, especially with regards to delivering ethical strategies that support long term sustainability.

Md. Rajibul Hasan

Implementation of CSR Strategies in organisations

Strategies For Responsible Business

Engineering (R0)

Mojtaba Khorram Niaki

Fabio Nonino

Enhancing Business Value

The Management of Additive Manufacturing

Resigned to Success Using an Exit Plan to Build Hope, Energy, and Success in a BusinessIn Resigned To Success – Using an Exit Plan to Build Hope, Energy, and Success in a Business, Scott White tells his remarkable story of how he successfully transitioned his business to the next generation by writing his post-dated resignation letter.  He also shares how other team members had success on both sides of the transition.Scott’s resignation letter gave clarity to his people as to the future outcomes needed to allow him to eventually leave the business.  His team was inspired to take on new roles, train, and reach results that allowed his successful departure.Scott includes great advice and guidance at the end of each chapter from his succession mentor, Larry Linne.  Larry is a Certified Exit Planner who has helped hundreds of executives successfully accomplish business continuity and build remarkable legacies in their business.  The insights on time needed and the clarity of what to think about in preparation for retirement are valuable takeaways in building a healthy business perpetuation.“I was ½ way through the book and it stirred up so much emotion, I had to set it down for a few days.  When I picked it back up it gave me clarity of what I needed to do in my perpetuation.”  Tom Hickey Wedgwood Insurance

Scott White

Larry Linne

“Using an Exit Plan to Build Hope, Energy, and Success in a Business”

Resigned to Success

The Silent CEO

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