000			03253cam a2200373 a 4500
001			16832335
003			KE-NaKCAU
005			20140610153526.0
008			110617s2012 enka b 001 0 eng
010			_a 2011025057
020			_a9781107648227
040			_aDLC _cKE-NaKCAU _dDLC
042			_apcc
050	0	0	_aHD58.9 _b.I56 2012
082	0	0	_a658.4/063 _223
245	0	0	_aInnovating organization and management : _bnew sources of competitive advantage / _cNicolai J. Foss... [et al.].
260			_aCambridge : _bCambridge University Press, _c2012.
300			_aix, 249 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references and 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. _9223
650		0	_aStrategic planning. _956
650		0	_aManagement. _931
650		0	_aSuccess in business. _9515
650		7	_aBusiness & Economics / Strategic Planning.
700	1		_aFoss, Nicolai J.
700	1		_aPedersen, Torben.
700	1		_aPyndt, Jacob.
700	1		_aSchultz, Majken.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBK
999			_c13327 _d13327