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Silicon Valley Model: Management for Entrepreneurship 1st ed. 2016 [Kietas viršelis]

4.00/5 (2 ratings by Goodreads)
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  • Formatas: Hardback, 171 pages, aukštis x plotis: 235x155 mm, weight: 4085 g, 2 Illustrations, color; XV, 171 p. 2 illus. in color., 1 Hardback
  • Serija: Management for Professionals
  • Išleidimo metai: 18-Dec-2015
  • Leidėjas: Springer International Publishing AG
  • ISBN-10: 3319249193
  • ISBN-13: 9783319249193
Kitos knygos pagal šią temą:
Silicon Valley Model: Management for Entrepreneurship 1st ed. 2016Didesnis paveikslėlis
  • Formatas: Hardback, 171 pages, aukštis x plotis: 235x155 mm, weight: 4085 g, 2 Illustrations, color; XV, 171 p. 2 illus. in color., 1 Hardback
  • Serija: Management for Professionals
  • Išleidimo metai: 18-Dec-2015
  • Leidėjas: Springer International Publishing AG
  • ISBN-10: 3319249193
  • ISBN-13: 9783319249193
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9783319249193.html
Raktažodžiai:
This book is a unique analysis of new management models evolving in Silicon Valley. The abilities to remain entrepreneurial and innovate constantly will be essential for all companies in an innovation economy. However, most firms still use industrial-age management models that are not suited to attracting and energizing entrepreneurial talent. This book imbibes latest results from a year-long study of Google"s approaches to management, and finds similar principles being applied at companies including Facebook, LinkedIn, Tesla Motors, and Twitter. By distilling on the aspects that work across a variety of innovative firms, the authors present a synthesis that could have profound implications for managers everywhere.

The World is Changing.- Six Basic Principles for a Changing World.- Silicon Valley: A Cradle of Management Innovation.- Entrepreneurship: What It Really Is, and What It Must Be Integrated into Management of the Firm.- A Special Breed of People.- Culture: The New Black.- Leading for Entrepreneurship.- The Entrepreneurial Organization Is Dynamic and Ambidextrous.- The Silicon Valley Model.- Implications Beyond Silicon Valley.

Recenzijos

This compact book focused on managing firms provides a review of important writings and vignettes of company histories. I highly recommend it for someone designing her or his own organization or dealing with a company using the model, as well as for someone wanting to understand how at least some organizations are changing. (B. Hazeltine, Computing Reviews, March, 2016)

1 The World Is Changing 1(18)
1.1 Introducing a New Management Model
1(2)
1.2 The Changing Nature of Change (And What It Means for Management)
3(4)
1.2.1 Implications for Management: Drawbacks of the Old Way
5(1)
1.2.2 The New Model: Essentially Entrepreneurial
6(1)
1.3 Tales of Two Industries
7(5)
1.3.1 The Clothing Industries: Textiles, Garments, Shoes, Retail
7(2)
1.3.2 Telephones and Phone Services
9(2)
1.3.3 What Can We Learn?
11(1)
1.4 The High Road Versus the Missed Turn: Comparing New and Old Management Models
12(4)
1.4.1 Finding the High Road: The Entrepreneurial Path
12(3)
1.4.2 Missing the Turn: The Case of Kodak
15(1)
1.5 Moving On
16(1)
References
16(3)
2 Six Basic Principles for a Changing World 19(18)
2.1 Dynamic Capabilities
21(3)
2.1.1 When 'Core Competencies' Aren't Enough
21(1)
2.1.2 Dynamic Capabilities: A New Concept of Corporate Resources
22(2)
2.2 A Continually Changing Organization
24(2)
2.2.1 Some Practices Allowing Continual Change
24(2)
2.3 A People-Centric Approach
26(2)
2.4 An Ambidextrous Organization
28(2)
2.5 An Open Organization That Networks with Its Surroundings
30(1)
2.6 A Systems Approach
31(3)
2.7 Moving On
34(1)
References
34(3)
3 Silicon Valley: A Cradle of Management Innovation 37(16)
3.1 The Forces That Drive Management Innovation, in Brief
38(2)
3.2 Management Innovation: The Influence of IT
40(3)
3.2.1 New Ways of Managing Emerge
41(2)
3.3 Management Innovation: The Influence of Regional Culture
43(3)
3.3.1 The Early Electronics Industry
44(2)
3.4 Management Innovation: New Levels of Networking
46(1)
3.5 Management Innovation: People Focus, from Postwar to the Present
47(3)
3.6 Closing Notes (With Remarks on 'Replicating' Silicon Valley)
50(1)
References
51(2)
4 Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm 53(12)
4.1 What Is Entrepreneurship?
54(4)
4.1.1 A Modern Understanding (and a New Definition)
55(2)
4.1.2 The Company as 'Entrepreneur'
57(1)
4.2 The Divide Between Entrepreneurship and Management: Obstacles and Evolutionary Forces
58(4)
4.2.1 How Business Schools Reinforced the Split
59(2)
4.2.2 Toward a Re-synthesis of Entrepreneurship and Management
61(1)
4.3 What Can a Company Dog
62(1)
References
62(3)
5 A Special Breed of People 65(22)
5.1 Focusing on the 'Special Breed,' from Google Onward
66(2)
5.2 On 'Multidimensional' People and the Need for Them
68(2)
5.3 Cornerstones of Success: Five Core Qualities of the 'Special Breed'
70(5)
5.3.1 Entrepreneurial
71(1)
5.3.2 Adaptable
71(2)
5.3.3 Passionate
73(1)
5.3.4 Constantly Questioning the Status Quo
73(1)
5.3.5 Collaborative
74(1)
5.4 Attracting the Special Breed
75(3)
5.5 How Do We Keep These People?
78(6)
5.5.1 The Ugly Duckling
78(1)
5.5.2 Meaningful Work, Perks and Benefits
79(2)
5.5.3 The Employer-Employee Alliance
81(3)
5.6 Conclusions (and a Start)
84(1)
References
84(3)
6 Culture: The New Black 87(18)
6.1 What 'Culture' Consists Of
87(2)
6.2 External Influences on Culture
89(1)
6.3 The People Effect: How Founders Shape Culture
90(2)
6.4 Steps to Building a Strong Culture
92(1)
6.5 The '10 Commandments': Core Attributes of the Cultures We Studied
93(11)
6.5.1 Not an Ordinary Company
94(1)
6.5.2 Things Change Constantly and We Need to Be Adaptable
95(1)
6.5.3 Move Fast, Speed Matters
96(1)
6.5.4 Hiring Is the Most Important Thing We Do
97(1)
6.5.5 Product Excellence Is Key
98(1)
6.5.6 Data-Driven Decision Making and Fast Learning
99(1)
6.5.7 A Flat Organization with Minimal Bureaucracy
100(1)
6.5.8 Openness and Transparency
101(1)
6.5.9 Leaders, Not Managers
101(2)
6.5.10 Build an Ecosystem, Not Just a Company
103(1)
6.6 Concluding Comments
104(1)
References
104(1)
7 Leading for Entrepreneurship 105(16)
7.1 Top Leaders' Roles
106(1)
7.2 Providing Direction and Expectation Level
107(2)
7.3 Communication and Leader Behavior
109(3)
7.4 Founder Entrepreneurs
112(1)
7.5 The Role of Leaders on the Middle Levels
113(1)
7.6 Decision-Making
114(1)
7.7 Incentives and Motivation
115(2)
7.8 Hiring and Developing Leaders
117(1)
7.9 Concluding Comments
118(1)
References
119(2)
8 The Entrepreneurial Organization Is Dynamic and Ambidextrous 121(22)
8.1 Dynamic Capabilities
122(3)
8.1.1 Ambidexterity in Theory
123(1)
8.1.2 The Challenge of Ambidexterity
124(1)
8.2 Innovation by Many, Inside Present Operations
125(6)
8.2.1 Top Executive Focus
125(1)
8.2.2 The 'Semi-Structured' State
126(1)
8.2.3 Small Teams
126(1)
8.2.4 Transparency and Openness
127(1)
8.2.5 Heuristics or 'Simple Rules'
127(2)
8.2.6 Intrinsic Incentives in Meaningful Work
129(1)
8.2.7 Rapid Learning Processes
130(1)
8.2.8 Big Data on User Behavior
131(1)
8.3 Innovation by Separate Innovation Units
131(4)
8.3.1 Acquisitions
132(1)
8.3.2 Corporate Ventures
132(2)
8.3.3 Small Firm-Large Firm Ventures
134(1)
8.3.4 Spin-Ins and Incubation
134(1)
8.4 Open Innovation Approaches
135(4)
8.4.1 University Interaction
136(1)
8.4.2 Suppliers as Innovators
136(1)
8.4.3 Crowdsourcing from Users and Communities
136(2)
8.4.4 External Development Platforms
138(1)
8.4.5 Cultivating Ecosystems
138(1)
8.5 Concluding Comments
139(1)
References
140(3)
9 The Silicon Valley Model 143(14)
9.1 The Evolution of a New Breed of Organizations
143(3)
9.1.1 The New Model's Roots in 'Adhocracy'
144(2)
9.2 The Silicon Valley Model: 'A Startup in a Large Suit'
146(3)
9.2.1 Major Elements of the Silicon Valley Model
147(2)
9.3 A Conceptual Model, Visualized
149(1)
9.4 Differences Between a Traditional Management Model and the Silicon Valley Model
150(3)
9.5 The Silicon Valley Model and the Six Basic Principles for a Changing World
153(1)
9.6 Wrapping Up... And Looking Ahead
154(1)
References
155(2)
10 Implications Beyond Silicon Valley 157
10.1 The Use of Elements of the Silicon Valley Model in Other Companies
158(8)
10.1.1 An Inspiring and Socially Significant Vision
158(1)
10.1.2 Visionary, Entrepreneurial and Growth-oriented Top Leadership
159(1)
10.1.3 Belief and Investment in Entrepreneurial People
160(1)
10.1.4 A Culture That Guides and Motivates Entrepreneurial People
161(1)
10.1.5 Leaders Who Support Entrepreneurial People
161(1)
10.1.6 An Ambidextrous Organization
162(1)
10.1.7 Open Innovation
163(1)
10.1.8 Coordination
164(1)
10.1.9 Information and Communication Technologies: Do the Silicon Valley Companies Have a Unique Edge?
165(1)
10.2 Can the Whole System of Interlinked Elements Be Used Outside Silicon Valley?
166(2)
10.2.1 Startup Culture in Mature Companies
166(1)
10.2.2 A System of Interconnected Elements
167(1)
10.3 Use of the Model in an Innovation Unit Within a Large Company
168(1)
10.4 Concluding Comments
169(1)
References
170
Annika Steiber, PhD Researcher, Lecturer and Advisor in Management and Organization. Dr. Steiber is an international authority in the field of management and the author of several award-winning articles and books. She has over 18 years of operational experience in creating growth for both start-ups and larger companies in the private sector. Currently she is the Founder and CEO of INNOWAY and works as a lecturer, researcher and advisor. In her consultancy work she is affiliated with Berkeley Research Group, founded by thought leader professor David Teece and with Strategos, founded by thought leader Gary Hamel. Dr. Steiber is the author of "The Google Model" (Springer, 2014).

Sverker Alänge is Associate Professor in the Department of Technology Management and Economics at Chalmers University of Technology, Gothenburg, Sweden. He has a Ph.D. in Industrial Management and an M.Sc. in Mechanical Engineering. His research interests are innovation and change processes in firms and innovation systems, entrepreneurship and sustainable business development.