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On Order $103.75
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Other titles in the Strategic Management Society Book series:Strategic Networks Learning to Compete (Strategic Management Society Book)by Gibbert
Synopses & ReviewsPublisher Comments:One of the most fundamental processes in business competition is inter-organizational learning. To create and distribute value across organizational boundaries companies need to learn from their competitors. Increasingly it is clear that the learning process depends on the creation of a complex set of networks across organizations. This book explores the creation of 'learning networks' and sheds light on how they function:- real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks. The contributing authors are leading international experts in the field of global strategy whose chapters have been selected for their insights into the interdependence between organizational learning and networks. Book News Annotation:According to this collection of experts on strategy and competition,
increasing attention should be paid to the importance of
inter-organizational learning networks and their role in increasing
the understanding of value across the enterprise. Making those
networks as efficient as possible, along with understanding how they
work and what they do, are primary goals of these ten papers covering
such topics as knowledge types and knowledge management strategies,
scale and link alliances, teaching in supplier networks,
buyer-supplier collaboration in product development projects,
observing the learning process in an inter-firm team, cooperation
amongst French and Italian fabric producers to overcome over-dominant
design, online social networks and knowledge exchange, the role of
narrative in learning networks, competing and collaboration, and
limits to managing networks.
Annotation ©2007 Book News, Inc., Portland, OR (booknews.com) Synopsis:This book explores the creation of 'learning networks' and sheds light on how they function:- real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks. About the AuthorMichael Gibbertis an Assistant Professor at the Institute for Business Management at Bocconi University in Milan. Prior to joining the faculty at Bocconi, he held appointments at Stellenbosch, INSEAD, Yale, and St. Gallen, where he also studied for his Ph.D. Thomas Durandis professor of business strategy at Ecole Centrale Paris where he heads the “Technology & Strategy » research lab. He is also Chairman of CM International, a management consultancy with 40 staff in offices in Paris, Cardiff and Madrid. What Our Readers Are SayingBe the first to add a comment for a chance to win!Product Details
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