In this era of global commerce, virtual organizations and e-business, the ability to span functions, levels and organizations leads to ever more diverse and wide-ranging relationships. Knowledge is the key to success in this economy, and collaboration is the means for pooling and applying this knowledge to achieve success. Traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of todays business world. Organizations must be able to gain rapid access to knowledgeable people to meet constantly changing conditions and demands. More fluid, flexible, and easily reconfigureable collaborative forms are necessary to produce the innovations that can make or break organizations, even entire industries, and provide the opportunities that attract the talented and motivated employees who will make the difference between success and failure. Business Without Boundaries will help managers address these challenges. The authors explore a number of wide-ranging, real world cases to identify hands-on principles for successful collaboration. Managers and executives will find actionable steps, not abstract theories and vague speculations, for creating, facilitating, and supporting complex collaborations throughout the organization and beyond. They will learn how to team across boundaries in the new global economy. The recommendations are specific enough to apply to particular forms of complex collaboration (e.g. virtual teams, inter-organizational alliances), but general enough to apply to new forms that have yet to emerge.
Book Details:
- Author: Don Mankin
- ISBN: 9780470363980
- Year Published: 2004
- Pages: 240
- BISAC: BUS071000, BUSINESS & ECONOMICS/Leadership
About the Book and Topic:
In this era of global commerce, virtual organizations and e-business, the ability to span functions, levels and organizations leads to ever more diverse and wide-ranging relationships. Knowledge is the key to success in this economy, and collaboration is the means for pooling and applying this knowledge to achieve success. Traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of todays business world. Organizations must be able to gain rapid access to knowledgeable people to meet constantly changing conditions and demands. More fluid, flexible, and easily reconfigureable collaborative forms are necessary to produce the innovations that can make or break organizations, even entire industries, and provide the opportunities that attract the talented and motivated employees who will make the difference between success and failure. Business Without Boundaries will help managers address these challenges. The authors explore a number of wide-ranging, real world cases to identify hands-on principles for successful collaboration. Managers and executives will find actionable steps, not abstract theories and vague speculations, for creating, facilitating, and supporting complex collaborations throughout the organization and beyond. They will learn how to team across boundaries in the new global economy. The recommendations are specific enough to apply to particular forms of complex collaboration (e.g. virtual teams, inter-organizational alliances), but general enough to apply to new forms that have yet to emerge.
PRACTICAL TOOLS: Managers and executives will find actionable steps, not abstract theories and vague speculations. RESPECTED AUTHORS: Authors are well-respected in the field with strong academic and professional credentials. WELL-KNOWN CASE COMPANIES: Features in depth case studies of John Deere, Radica, and Selectron.
About the Author
Susan G. Cohen (Ph.D., Yale) is a senior research scientist at the Center for Effective Organizations at USC. She has consulted and done research on a variety of approaches to improving organizational effectiveness, including group empowerment and effectiveness, employee involvement, organization development and change, participative management, performance management, and implementation of information technology. She has done extensive research on self-managing teams and team effectiveness, particularly in knowledge work settings and is presently engaged in a large-scale multi-company research project examining virtual team effectiveness. She is co-author of two books and author of numerous articles and book chapters about teams and teamwork, employee involvement and empowerment and human resource strategies. Don A. Mankin (Ph.D., Johns Hopkins) has over 30 years of experience as a consultant, researcher, professor, and executive. He has held positions at Lehigh University, University of Houston, University of Maryland, the California School of Professional Psychology (as professor, Dean and Director of their Ph.D. program in organizational psychology), and the Rand Corporation. His consulting work (with clients including ARCO, Boston Edison, Coopers & Lybrand, the Eaton Corporation, Northrup Corporation, Scott Paper Company, and Oracle) has focused on the management of innovation and change, organization design and development, integration of information technology and human resources, and team effectiveness.