This book is about preparing our thinking, feeling, and acting for the rapidly expanding “knowledge era.” We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the “political side” of human KDC in terms of “fit” or “no fit.” Following this discussion of our frail interpersonal habits, project teams’ research shows how an orderly process of team leadership development unfoldsover the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations. This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.

This book is about preparing our thinking, feeling, and acting for the rapidly expanding “knowledge era.” We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the “political side” of human KDC in terms of “fit” or “no fit.” Following this discussion of our frail interpersonal habits, project teams’ research shows how an orderly process of team leadership development unfoldsover the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations. This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.

This book is about preparing our thinking, feeling, and acting for the rapidly expanding “knowledge era.” We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the “political side” of human KDC in terms of “fit” or “no fit.” Following this discussion of our frail interpersonal habits, project teams’ research shows how an orderly process of team leadership development unfoldsover the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations. This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.