Said Yami – författare

After twenty-five years of preparation, the Large Hadron Collider at CERN, Geneva, is finally running its intensive scientific experiments into high-energy particle physics. These experiments, which have so captured the public''s imagination, take the world of physics to a new energy level, the terascale, at which elementary particles are accelerated to one millionth of a percent of the speed of light and made to smash into each other with a combined energy of aroundfourteen trillion electron-volts. What new world opens up at the terascale? No one really knows, but the confident expectation is that radically new phenomena will come into view.The kind of ''big science'' being pursued at CERN, however, is becoming ever more uncertain and costly. Do the anticipated benefits justify the efforts and the costs? This book aims to give a broad organizational and strategic understanding of the nature of ''big science'' by analyzing one of the major experiments that uses the Large Hadron Collider, the ATLAS Collaboration. It examines such issues as: the flow of ''interlaced'' knowledge between specialist teams; the intra- and inter-organizationaldynamics of ''big science''; the new knowledge capital being created for the workings of the experiment by individual researchers, suppliers, and e-science and ICTs; the leadership implications of a collaboration of nearly three thousand members; and the benefits for the wider societal setting.This book aims to examine how, in the face of high levels of uncertainty and risk, ambitious scientific aims can be achieved by complex organizational networks characterized by cultural diversity, informality, and trust - and where ''big science'' can head next.

After twenty-five years of preparation, the Large Hadron Collider at CERN, Geneva, is finally running its intensive scientific experiments into high-energy particle physics. These experiments, which have so captured the public's imagination, take the world of physics to a new energy level, the terascale, at which elementary particles are accelerated to one millionth of a percent of the speed of light and made to smash into each other with a combined energy of around fourteen trillion electron-volts. What new world opens up at the terascale? No one really knows, but the confident expectation is that radically new phenomena will come into view. The kind of 'big science' being pursued at CERN, however, is becoming ever more uncertain and costly. Do the anticipated benefits justify the efforts and the costs? This book aims to give a broad organizational and strategic understanding of the nature of 'big science' by analyzing one of the major experiments that uses the Large Hadron Collider, the ATLAS Collaboration. It examines such issues as: the flow of 'interlaced' knowledge between specialist teams; the intra- and inter-organizational dynamics of 'big science'; the new knowledge capital being created for the workings of the experiment by individual researchers, suppliers, and e-science and ICTs; the leadership implications of a collaboration of nearly three thousand members; and the benefits for the wider societal setting. This book aims to examine how, in the face of high levels of uncertainty and risk, ambitious scientific aims can be achieved by complex organizational networks characterized by cultural diversity, informality, and trust - and where 'big science' can head next.

As an original strategic management perspective, coopetition has hitherto been underexploited in analysing contemporary firm strategies and behaviours and, more generally, managerial practices and processes. This innovative book provides both theoretical insights and empirical evidence on coopetition.Coopetition shows great interpretive and normative potential and is likely to be an increasingly important tool. This book is one of the first key contributions in shaping and systematizing a novel coopetition agenda in the field of strategy. The book argues that coopetition is neither an extension of competition theory, nor an extension of cooperative theory. It is in fact a specific and distinctive research object, which calls for dedicated theoretical investigation to develop questions for theory, method, and managerial practice.This book provides both practitioners and academic scholars with a milestone that brings together an active community of researchers expressly mobilized around the creative in-depth scrutiny of coopetition. It will greatly appeal to researchers, scholars, and graduate students of management, business strategy competitive dynamics, and international business, as well as practitioners such as managers and consultants.