Named one of the "Best Books on Innovation, 2008" by BusinessWeek magazine From the greatest minds in business today comes a groundbreaking new blueprint for executing the next stage of customer-created value. C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation. The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage. In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation's fundamental foundation. This book provides strategies for Redesigning systems to co-create value with customers and connect all parts of a firm to this process Measuring individual behavior through smart analytics Ceaselessly improving the flexibility and efficiency in all customer-facing and back-end processes Treating all involved individuals--customers, employees, investors, suppliers--as unique Working across cultures and time-zones in a seamless global network Building teams that are capable of providing high-quality, low-cost solutions rapidly To successfully compete on the battlefields of 21st-century business, companies must reinvent their processes and culture in order to sustain innovative solutions. The New Age of Innovation is a complete program for achieving this transformation to meet the needs of the end consumer of the future.

Learn to manage and grow successful analytical teams within your business Examining analytics-one of the hottest business topics today-The New KNOW argues that analytics is needed by all enterprises in order to be successful. Until now, enterprises have been required to know what happened in the past, but in today's environment, your organization is expected to have a good knowledge of what happens next. This innovative book covers Where analytics live in the enterprise The value of analytics Relationships betwixt and between Technologies of analytics Markets and marketers of analytics The New KNOW is a timely, essential resource to staying competitive in your field.

Participatory Design is about the direct involvement of people in the co-design of the technologies they use. Embracing a diverse collection of principles and practices aimed at making technologies, tools, environments, businesses, and social institutions more responsive to human needs, this is a state-of-the-art reference handbook for the subject. The Routledge International Handbook of Participatory Design brings together a multidisciplinary and international group of experts to discuss the pivotal issues in participatory design.

Human Resource Management (HRM) is fundamentally shaped by institutional and cultural factors, such as the different political environments and social philosophies of particular countries and regions. By examining the various organizational aspects of business life and systems of people management in Asia, the study of HRM across the continent can, therefore, give us a greater understanding of Asian societies, as well as the contemporary world of work more generally. This handbook provides an up-to-date and intellectually engaging overview of HRM in the Asian context. Distinctive in its comprehensive coverage of traditional as well as emerging topics of HRM, it analyzes important themes, such as the regulatory framework for work and employment, religiosity, family business, and gender. Using a comparative approach, it also effectively highlights the unique features of each country’s attitudes towards HRM. Covering a range of themes and case studies, sections include: • Institutional and cultural contexts, • Labour regulation and industrial relations, • Thematic and functional HRM, • HRM in selected Asian countries, such as China, Japan, Vietnam, India, and Singapore. Written in a highly accessible style, this book will be useful to students and scholars of Human Resource Management, Asian Business, Economics, and Sociology. Chapter 15 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

As the second edition of Global Business Strategy, this book provides novel insights on how a firm can formulate a successful approach toward its global business from both the Western and Asian perspectives. In this respect, the book's overall goal is to bridge the gap between these two different viewpoints. This second edition includes more recent business theories, techniques, and cases within the field of global business strategy. Specifically, it includes new theories and techniques like creating shared value (CSV), the global value chain, platform strategy, and business ecosystem. They are shown to be important tools for enhancing competitiveness and maintaining sustainability among firms in today's rapidly changing international business environment. This is very much evident today given the critical challenges arising from the trade tensions between the United States and China, emerging technologies such as artificial intelligence and digital transformation, and the unprecedented disruptions brought on by the coronavirus pandemic. We hope that this book will serve as a useful companion for students, business practitioners, policymakers, and the more general readers interested in issues related to competitiveness and business.

Successfully navigate the changing face of the CIO role Strategic Information Technology offers CIOs a handbook for engaging with the senior management conversations surrounding strategy. The CIO role is currently undergoing a massive transition from technology-focused expert to a more strategic mindset, and this book provides proven methods for taking your seat at the table. Lessons from high-performing CIOs and a wealth of leading-edge insight provide invaluable guidance for positioning technology as a strategic driver across the business, while a focus on building the necessary connections—for example, an alliance between IT and HR—provide a multimodal approach to navigating the transition. The evolution of the CIO’s role involves more than simply technical knowledge; the new CIO must be an influencer, an engager, and just as adept at the soft skills that become increasingly crucial as you climb the management ladder. It’s about changing mindsets, translating hard skills into strategic advantages, and demonstrating IT’s value to the strategic decision making process. This book provides best practices, illustrative examples, and up-to-date perspective for CIOs wanting to: Position IT as a critical driver of overall strategy Build on functional expertise with strategic insight Learn from the stories of successful tech-to-strategy transformations Engage C-Suite peers in shaping the strategic conversation Not long ago, the CIO occupied a unique place in the C-Suite. Executive by title, CIOs have nevertheless been seen as predominantly the “chief tech expert” with little input into strategy, as IT has historically been regarded as a tool rather than a source of competitive advantage. The truth is becoming increasingly apparent, with companies around the world turning to technology in order to gain a competitive edge, and CIOs are beginning to claim their place in strategy discussions. Strategic Information Technology offers much needed guidance for a successful transformation.

Organization scholars have long acknowledged that control processes are integral to the way in which organizations function. While control theory research spans many decades and draws on several rich traditions, theoretical limitations have kept it from generating consistent and interpretable empirical findings and from reaching consensus concerning the nature of key relationships. This book reveals how we can overcome such problems by synthesising diverse, yet complementary, streams of control research into a theoretical framework and empirical tests that more fully describe how types of control mechanisms (e.g., the use of rules, norms, direct supervision or monitoring) aimed at particular control targets (e.g., input, behavior, output) are applied within particular types of control systems (i.e., market, clan, bureaucracy, integrative). Written by a team of distinguished scholars, this book not only sheds light on the long-neglected phenomenon of organizational control, it also provides important directions for future research.

Businesses continue to design and implement a variety of information systems that facilitate the creation, aggregation, and provision of product-related information in order to increase the role that quality information is playing in consumers’ decision-making processes. Consumer Information Systems and Relationship Management: Design, Implementation, and Use highlights empirical research, theoretical frameworks, and relevant models on the understanding and implementation of consumer information systems. By covering consumer perceptions of practicality and ease of use, this book is essential for practitioners in business environments and strategic management, meeting consumer needs through the use of digital and Web-based technologies as well as recent empirical research findings and design and implementation of innovative information systems. This book is part of the Advances in Marketing, Customer Relationship Management, and E-Services series collection.

"We have continued to evolve the structure and content of this textbook in step with the rapidly changing world of international business. This includes completely revising several key chapters, including Chapter 6, on International Trade. This is entirely updated and includes new case studies covering both the trade-war between the US and China and the complex Brexit process. These and other real-world developments have made a wide range of stakeholders much more aware of the significance of global trade interdependencies than in the past. Chapter 16 on the European Union is also entirely updated to take account of Brexit and a range of new socio-political and economic events in Europe. Chapter 11 ('MNEs as Responsible Stakeholders') has been removed, making this edition more consolidated,with 20 rather than 21 chapters. In place of Chapter 11 we have inserted new sections, frameworks and case studies on responsible business throughout the book as a fundamental dimension of international businesstheory and practice across all the other chapters. New case studies, such as 'Businesses and NGOs working together on climate change' in Chapter 4, provideadditional material on this topic. Chapter 14, on 'Political risk and negotiation strategy' also features new case studies on the 'US-Venezuela oil dispute' and 'Huaweiaccused of spying'"