Julian Birkinshaw - Böcker

The pace of change in the business world is becoming faster. This book provides a detailed account of the network-like organization forms that some firms are adopting to make themselves more flexible and responsive to changing technologies and customer demands. As these organizations become more pervasive, the winners will be those firms that develop the specific capabilities that are needed to thrive in a networked world. Paradoxically, such capabilities are developed not only at the firm level, but also in the relationships the firm has with its external network and in the operating units within the firm. This perspective has implications for the 'resource-based view of the firm' in the field of strategic management, suggesting that the development of capabilities is a more complex and multi-level process than was traditionally thought. This book brings together eleven chapters, each focusing on a particular aspect of capability development in the networked firm. It is based on research in five big Swedish firms (Ericsson, Volvo, Skandia, Pharmacia & Upjohn, SE Banken) as well as a number of other well-known firms such as HP and ABB. The book will be essential reading for advanced students in strategy and international business wanting to keep abreast of current thinking and company practices.

The pace of change in the business world is becoming faster. This book provides a detailed account of the network-like organizational forms that some firms are adopting to make themselves more flexible and responsive to changing technologies and customer demands. As these organizations become more pervasive, the winners will be those firms that develop the specific capabilities that are needed to thrive in a networked world. Paradoxically, such capabilities are developed not only at the firm level, but also in the relationships the firm has with its external network and in the operating units within the firm. This perspective has implications for the 'resource-based view of the firm' in the field of strategic management, suggesting that the development of capabilities is a more complex and multi-level process than was traditionally thought.This book brings together eleven chapters, each focusing on a particular aspect of capability development in the networked firm. It is based on research in five big Swedish firms (Ericsson, Volvo, Skandia, Pharmacia & Upjohn, SE Banken) as well as a number of other well-known firms such as HP and ABB. The book will be essential reading for advanced students in strategy and international business wanting to keep abreast of current thinking and company practices.

This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. It also illustrates how the recent trend towards greater international dispersal of value-adding activities has impacted on this process and on multinational evolution as a whole.

Recent Events -from September 11, to the anti-globalization protests to the collapse of the high-tech boom have accentuated the sense that the global economy is moving into uncharted waters Bringing together the leading authorities on globalization and international business The Future of the Multinational Company looks ahead to the new challenges facing multinational firms and predicts what the multinational company will look like in ten years time. Brings together the leading authorities in the field of global / international busi-ness.Accademically rigourous but accessible ·Addresses a topic of concern to practitioners and academics alike

`A major contribution of this exciting book is the perspective of the subsidiary manager operating network.... In its extreme version this means that all managers are subsidiary managers… challenging those who still view multinationals as hierarchies. With exceptional clarity of thought and writing, Julian Birkinshaw stakes out the ground as a major new thinker in the fields of international business and strategic management ' - Alan Rugman, Templeton College, University of Oxford

Much current literature on globalization and competition focuses on the external environment in which firms operate. Julian Birkinshaw's book looks within international firms at the dynamics that affect their growth and position. Are local managers seizing power from the centre? Is `glocialization' the inevitable result of globalization?

Based on fresh case evidence gathered in Europe and North America, the findings in this book about multi-national firms and managers make a significant contribution to some of the key debates on the transfer of knowledge in firms; the resource-based view; and the network forms of organization. The initiatives of local managers reflect local knowledge, skills and resources and at the same time impact of the distribution of power in the wider organization. By taking as his perspective that of the subsidiary manager operating in a network, Julian Birkinshaw extends the implications of his findings to all managers in organizations and challenges those who still view organizations as hierarchies.

The leading companies of the past twenty years have all harnessed the power of information to gain competitive advantage. But as access to big data becomes ubiquitous, it can no longer guarantee a leg up. Fast/Forward makes the case that we are entering a new era in which firms that understand the limits of 1s and 0s will take the lead.Whereas the industrial age saw the rise of bureaucracy, and the information age has been described as a meritocracy, we are witnessing the rise of adhocracy. In uncertain, rapidly-changing times, adhocracic organizations scan the horizon for winning opportunities. Then, instead of questing after more analysis, they respond with agility by making smart, intuitive decisions. Combining decisive action with emotional conviction, future-facing firms seize the day.Fast/Forward paints the big picture of a new approach to strategy and provides the necessary playbook to make your company fit for the future.

The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense—a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders.  The revised edition of this best-selling book shows convincingly that many of today’s major economic problems in the west can be traced to a failure of management.  In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch’s News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS.  Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.

An employee's-eye view of what makes a great boss—and how you can become one Whereas most books on managing people approach the subject from the perspective of a manager of an idealised organisation, Becoming a Better Boss takes a real-world approach, looking at the topic from the perspective of an employee in a real-world organisation—dysfunctions, warts, and all. Focusing on the choices individual employees make every day in getting work done, this book reinvents the practice of management one employee at a time.Author Julian Birkinshaw stresses the importance of taking management seriously, reveals where management practice often goes wrong, and dives deeply into the worldview of employees. He then explores the common personal biases and frailties of managers and discusses the vital importance of experimentation to overcome the limitations and idiosyncrasies of a particular organisation. Throughout, he supports his assertions with case studies from a wide and varying range of management experiments and situations at real companies. Written by a leading authority on strategy, management, and innovation who is also the author of eleven books, including Reinventing ManagementIntroduces a new approach to management focused on real employees and actual situationsIncludes case studies from real organisationsBetween the stress of deadlines and the demands of today's business environment, it's easy for managers to lose sight of the importance of people management. Becoming a Better Boss not only shows managers how to lead effectively, but why doing so is vitally important to every organisation's success.

The manager's must-have guide to excelling in all aspects of the jobMind Tools for Managers helps new and experienced leaders develop the skills they need to be more effective in everything they do. It brings together the 100 most important leadership skills—as voted for by 15,000 managers and professionals worldwide—into a single volume, providing an easy-access solutions manual for people wanting to be the best manager they can be. Each chapter details a related group of skills, providing links to additional resources as needed, plus the tools you need to put ideas into practice. Read beginning-to-end, this guide provides a crash course on the essential skills of any effective manager; used as a reference, its clear organization allows you to find the solution you need quickly and easily.Success in a leadership position comes from results, and results come from the effective coordination of often competing needs: your organization, your client, your team, and your projects. These all demand time, attention, and energy, and keeping everything running smoothly while making the important decisions is a lot to handle. This book shows you how to manage it all, and manage it well, with practical wisdom and expert guidance. Build your ideal team and keep them motivatedMake better decisions and boost your strategy gameManage both time and stress to get more done with lessMaster effective communication, facilitate innovation, and much moreManagers wear many hats and often operate under a tremendously diverse set of job duties. Delegation, prioritization, strategy, decision making, communication, problem solving, creativity, time management, project management and stress management are all part of your domain. Mind Tools for Managers helps you take control and get the best out of your team, your time, and yourself.

Key MBA Models is a one-stop-shop for all business course students and practicing managers. It contains the core management models from each business discipline – from Strategy and Finance to Marketing and Accounting – and distils them into concise summaries of what they are and how to apply them.

 

Written by London Business School Professor Julian Birkinshaw, it covers the essential models that all business students and managers need to know. Themed around the course modules on an MBA, the 60+ models fall into the following categories:

Strategy Business Economics Finance Decision Science Accounting Operations Marketing Organisational Behaviour

The term ‘model’ is used loosely – in some cases it might be a framework (The 4 Ps of Marketing, Porter’s Five Forces), in some cases it might be an important concept (open innovation or customer orientation), and in some cases it might be a technical model (the Capital Asset Pricing Model).

 

 

Built on research with academics from the top international business schools, this book is an essential reference guide for every manager and MBA.

EXPERT GUIDANCE FOR YOUR MANAGEMENT CAREER

 

Key MBA Models provides easy access to the core models, tools and concepts that are covered on MBA programmes.  Whether you are a student about to embark on an MBA, or a manager who wants to understand the ideas taught, this guide will help you to get ahead.

25 Need-to-Know MBA Models provides easy access to the most useful models, tools and concepts that are covered on MBA programmes. Whether you are a student about to embark on an MBA or a manager who wants to understand the ideas taught, this guide will help you to get ahead.

Covering 25 key models that have been picked from programmes around the world, 25 Need-to-Know MBA Models cuts through the jargon to give you the core information on each model: what it is, when to use it, how to use it with key practical tips.

Want new ways of looking at old problems? Need a range of management decision-making tools at your fingertips? Only want what you need to know, rather than reams of theory? Includes 10 handy dos and don’ts of using MBA models

With indispensable models that will help you make the most out of every business opportunity, this book tells you what you need to know, fast.

“Whether you are a potential business school student or an experienced executive this is the must-have reference guide to MBA models”Stephen Martin, Director General, Institute of Directors

"This book is an essential tool for anyone working in management today."Shinsuke Toda, Managing Director, Head of Europe Department, Mizuho Bank

“Whether you are a potential business school student or an experienced executive this is the must-have reference guide to MBA models. I wish this book had been around when I did my MBA! At last, the definitive reference guide to MBA models packed full of useful tips and practical suggestions.”Stephen Martin, Director General, Institute of Directors

"This book is an essential tool for anyone working in management today. It explains in clear terms the important management models and techniques that are widely used, and what Management need to do next if they want to learn more."Shinsuke Toda, Managing Director, Head of Europe Department, Mizuho Bank

“Captures brilliantly the key ways businesses think and act in an easy-to-read book. Complex business frameworks made easy to understand, with helpful tips and guidance.”Dr Matt Carter, Founder, Message House

This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development.

A practical handbook examining how established businesses can use their unique advantages to fight back and win in a digital arena too often dominated by tech start-ups, disruptors and unicorns.The big tech companies (Alphabet, Amazon, Apple, Meta, Microsoft) have had an enormous impact on our everyday lives. A new wave of start-ups in the tech sector has dominated the press and swallowed up huge amounts of investment. But what about those established companies in the traditional parts of the world’s economies, from energy, industrial and consumer goods to travel and health? They rarely got a mention. Everyone was talking about the disrupters – the start-ups and the entrepreneurs – and not about the incumbents. This book is a call for a reality check.For at the core of our established companies are capabilities and qualities that remain highly relevant in the digital age. They are often market leaders for very good reasons – they know their customers and markets well, and they have great product, sales and marketing expertise. They are operationally savvy and financially strong, with deep insights into areas of expertise that no one else has, giving them a unique advantage.John Fallon and Julian Birkinshaw have come to a clear conclusion: incumbents are not going quietly into that dark night. Organizations will need to jettison their analogue baggage and infrastructure and embrace digital transformation. They will survive and they will prosper. And this shows how they are doing it.

One of the obstacles for understanding the phenomenon of entrepreneurship is the lack of integration of different assumptions, units and levels of analysis that are implicit in its many conceptualisations. This important book offers a pathway to integration by considering eight associated disciplines and theories, presenting an authoritative selection of the most significant published work on entrepreneurship from each perspective.

This volume of Research in Global Strategic Management, the first under the new editorship of William Newburry, provides new perspectives on headquarters-subsidiary relationships in the context of the contemporary multinational corporation. By focusing on the role and the management of subsidiaries, the volume complements recent research on MNC headquarters. Contributions can be grouped into three categories: the management mechanisms of the MNC; tensions and conflicts in HQ-subsidiary relationships; and knowledge transfer in the MNC network.

This authoritative new collection of previously published articles provides a solid and broad-minded overview of the field of strategic management in business studies. It includes the seminal writings of the leading scholars in the field, and covers six different schools of thought on the nature of business strategy. While the field is only 40 years old, there is now an enormous body of literature for a student of strategic management to get to grips with. This book pulls together the relevant strands of thinking to provide all the critical readings in a single source. Also included is an introduction written by Julian Birkinshaw, one of the leading figures in the field.The book will be essential reading for students of business. For MBA students it provides a definitive overview of the key bodies of thinking that have shaped the field. For PhD students it provides an invaluable starting point for their research by pulling together the contemporary and classical writings in their field of interest.

International Management of Research and Development brings together the most influential contributions to managing, organising and coordinating R&D and innovation on a global scale. In addition to papers on the fundamental principles, trends and drivers of international R&D, it covers strategies and operations of global R&D. It also provides an introduction to modern concepts such as knowledge networks, open innovation and virtual innovation. It is a key reference collection for professors and researchers wishing to understand the practical implications of industrial R&D and a valuable resource for chief technology and innovation officers keen to develop their corporate R&D more systematically.