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Article
Publication date: 21 August 2019

Dave Ulrich and Arthur Yeung

The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business…

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Abstract

Purpose

The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business world. In this paper, the authors suggest “3, 4’s” to better define agility. Agility can be defined through four dimensions (create the future, anticipate opportunity, adapt quickly and learn always); agility occurs with four stakeholders (strategy, organization, leader and individual); and agility is sustained through four Human Resource (HR) tools (people, performance, information and work).

Design/methodology/approach

Using this integrated framework, executives can better define, assess and invest in creating agility as a capability.

Findings

The authors studied leading Chinese and US high-tech organizations to discover how they respond to changing market conditions.

Originality/value

The research for this agility framework is described in their book, Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.

Details

Strategic HR Review, vol. 18 no. 4
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 1 February 2005

Stan Shih, J.T. Wang and Arthur Yeung

While all global leaders aspire to build a winning global company – one that is competitive, profitable, and sustainable – the business strategies and organizational models they…

Abstract

While all global leaders aspire to build a winning global company – one that is competitive, profitable, and sustainable – the business strategies and organizational models they pursue vary substantially, depending on the external and internal business environments they face. In this article, we outline the journey of Acer's growth and transformation from the founding of the company in 1976 to the end of 2004. Throughout this period, the Acer Group had grown tremendously and been transformed radically to adapt to the changing competitive dynamics of the global PC industry. We describe the two major transformations in strategy and organization implemented by Acer's global leadership teams to maintain and enhance the global competitiveness of Acer Inc. in a turbulent industry where many players had disappeared in the last two decades.

Based on our reflections on Acer's journey, we also highlight five key roles that global leaders play in building the sustained competitiveness of their companies. We believe that leaders must (1) develop innovative business models to leverage global resources for profitable global growth; (2) be sensitive to external environmental trends and internal bottlenecks and act on them proactively; (3) communicate persuasively with key stakeholders to gain commitment to the change; (4) reverse the negative vicious cycle of low performance into a positive virtuous cycle of growth; (5) be positive and optimistic in the midst of adversity so that opportunities for turnaround and eventual growth can be found. In industries that are fast-changing and highly competitive, we believe that it is more imperative than ever for global leaders to demonstrate such leadership roles and capabilities in order to navigate their companies through the turbulent times.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76231-160-6

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Book part
Publication date: 1 February 2005

Soon Ang (Ph.D., Minnesota) is the distinguished Goh Tjoei Kok chair professor in strategy, management, and organization at the Nanyang Business School, Nanyang Technological…

Abstract

Soon Ang (Ph.D., Minnesota) is the distinguished Goh Tjoei Kok chair professor in strategy, management, and organization at the Nanyang Business School, Nanyang Technological University, Singapore. She has published in Academy of Management Journal, Information Systems Research, Journal of Applied Psychology, Journal of Organizational Behavior, Management Science, MIS Quarterly, Organization Science, Social Forces, and others. She has co-authored two books on cultural intelligence published by Stanford University Press. Her research focuses on cultural intelligence, global leadership development, foreign talent management, and outsourcing (E-mail: asang@ntu.edu.sg).

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Advances in Global Leadership
Type: Book
ISBN: 978-0-76231-160-6

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Article
Publication date: 1 December 2001

Nancy J. Adler, Laura W. Brody and Joyce S. Osland

Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in…

1705

Abstract

Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in developing women for global leadership positions. Shows how this initiative integrated organizational development, team and network building and individual leadership development.

Details

Cross Cultural Management: An International Journal, vol. 8 no. 3/4
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 31 January 2020

Stephen Denning

A report on a management conference with a notable history of showcasing world leading firms—the Global Peter Drucker Forum—which met in the Imperial Palace in Vienna Austria for…

596

Abstract

Purpose

A report on a management conference with a notable history of showcasing world leading firms—the Global Peter Drucker Forum—which met in the Imperial Palace in Vienna Austria for its eleventh annual get-together, this time on the overall theme of “the power of ecosystems.”

Design/methodology/approach

The report presents the highlights of the presentations by a number of the top leaders of the world's leading companies, all of which are experimenting with new ways of transforming management to foster innovation.

Findings

The most important things about ecosystems are their stability, their inter-operability and their ability to adapt to and accept change.

Practical implications

In a world where the life expectancy of competitive advantage was getting shorter, innovation and strategy—once very separate—are joining hands.

Originality/value

The report encourages managers at all levels to pay attention to the management experiments going on at leading firms which are adopting the ecosystem model.

Details

Strategy & Leadership, vol. 48 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 29 January 2020

M.S. Rao

The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.

598

Abstract

Purpose

The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.

Design/methodology/approach

It illustrates with examples of global companies including Blockbuster, Nokia, Kodak and Sears that failed to embrace change while Google, Amazon, Apple and Facebook succeeded in reinventing. It draws a blueprint for CEOs to build organizations in the future.

Findings

It implores to plan for multiple and emerging visions of the future using a scenario approach. It concludes that CEOs must predict the future, embrace change and adopt innovative tools and techniques to lead the organizations in the future.

Practical implications

These tools and techniques can be applied by chief executives in any industry and any size of the organization.

Social implications

The social implications of this research suggest that the chief executives must adopt these tools and techniques to build the organizations of the future.

Originality/value

It explores organizational network analysis, encourages a focused differentiation strategy and emphasizes differentiated skill-focused structures. It advises integrated efforts from all stakeholders including the organization, employees, human resources and chief executives to reinvent and build organizations of the future.

Details

Strategic HR Review, vol. 19 no. 1
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 9 August 2016

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78635-138-8

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Book part
Publication date: 1 January 2014

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78350-479-4

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Book part
Publication date: 18 April 2012

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78052-002-5

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Book part
Publication date: 1 February 2005

Elizabeth Weldon

The seven papers in Part II all focus on the practice of global leadership. Compared to those in Part I, these chapters focus more on practical solutions to the problems that…

Abstract

The seven papers in Part II all focus on the practice of global leadership. Compared to those in Part I, these chapters focus more on practical solutions to the problems that leaders face than the analysis of fundamental processes, although this distinction is one of the degree. All the authors in Part I explore the practical implications of their ideas, and those in Part II contribute to the development of fundamental concepts. Thus, it is the relative emphasis on foundations versus application that distinguishes Parts I and II.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76231-160-6

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