000			03971cam a2200349 a 4500
999			_c114645 _d114645
001			16832335
003			KEPU
005			20181127093723.0
008			110617s2012 enka b 001 0 eng
010			_a 2011025057
020			_a9781107011052 (hardback)
020			_a9781107648227 (paperback)
040			_aDLC _cDLC _dDLC
042			_apcc
050	0	0	_aHD58.9 _b.I56 2012
082	0	0	_223
084			_aBUS063000 _2bisacsh
245	0	0	_aInnovating organization and management : _bnew sources of competitive advantage / _cNicolai J. Foss... [et al.].
260			_aCambridge ; _aNew York : _bCambridge University Press, _c2012.
300			_aix, 249 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references and index.
505	8		_aMachine generated contents note: List of figures; List of tables; List of boxes; 1. New sources of competitive advantage; 2. Causes of firm success: from resources to organization and management; 3. LEGO: redefining the boundaries; 4. Vestas: the will to win(d); 5. Coloplast: innovating innovation; 6. Chr. Hansen: collaborative forms under private equity ownership; 7. IC Companys: creative genius and commercial attitudes; 8. NKT Flexibles: global sourcing of R and D innovation; 9. Concluding reflections: innovating organization and management to stay competitive; Index.
520			_a"The search for competitive advantage serves as the basis for organizational strategy. This book argues that there are four key sources of competitive advantage and financial success that have not been given the attention they deserve. Firstly, that organizational design and management processes may be strategic resources in their own right. Secondly, that organizational design and management processes can be deployed to create new strategic resources. Thirdly, that managers have begun to think of organizational design and management processes in a proactive way rather than seeing them more passively as necessary facilitators of success. Fourthly, that this new way of looking at organization and management requires a search for new ways of structuring organizational design and managerial processes. These points are driven home through case studies of the Danish firms LEGO Group, Vestas Wind Systems, Coloplast, Chr. Hansen, IC Companys and NKT Flexibles"--
520			_a"The dominant thinking in strategic management stresses the importance of assets, such as reputation, intellectual property rights, and relations with suppliers and customers. Less attention has been dedicated to organizational design and new management processes. However, the above discussion highlights the fact that such designs and processes can serve as strategic resources for firms. In other words, if they are properly organized and deployed, such resources can contribute decisively to corporate success. Thus, they contribute to the value the company can create and the value it can appropriate. They also help to make sure that the focal firm's level of appropriated value is higher than that of the competition. As mentioned above, management academics have only recently begun to put their academic talents to use in the analysis of management innovation. Therefore, the ways in which management innovations and improvements in organization and management processes can contribute to competitive advantage are far from fully understood"--
650		0	_aOrganizational effectiveness. _96609
650		0	_aStrategic planning. _9338
650		0	_aManagement. _9393
650		0	_aSuccess in business. _924230
650		7	_aBUSINESS & ECONOMICS / Strategic Planning. _2bisacsh _933872
700	1		_aFoss, Nicolai J., _d1964- _933873
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBK _hHD58.9 _i.I56 2012