How can we use market knowledge effectively? What needs to be done to move from market knowledge to market insight? These and other questions of significance to marketers, researchers, and scholars alike are addressed in this timely volume. Drawing on a collection of outstanding papers from the prestigious Marketing Science Institute, Editor Rohit Desphande, has assembled, in a single source, the key research on market knowledge management and the best information available for new ideas on what's next. The contributing authors are scholars from leading business schools including Harvard, MIT, and Wharton. Using Market Knowledge is appropriate for students in advanced marketing courses, scholars and faculty interested in improving their understanding of knowledge management, and professionals in market research firms.
Based on a decade of exclusive research, Lowell Bryan and Claudia Joyce of McKinsey & Company have come up with a simple yet revolutionary conclusion: Your workforce is the key to growth in the 21st century. By tapping into their underutilized talents, knowledge, and skills you can earn tens of thousands of additional dollars per employee, and manage the interdepartmental complexities and barriers that prevent real achievements and profits. This can only be accomplished through organizational design and redesign. That's the new model for survival in the modern, digital, global economy. With the right design, your organization will have the capabilities to pursue whatever strategy is necessary to compete on any scale, react to any market change, leverage any opportunity, and sail past the competition. In Mobilizing Minds, the authors distill their research into seven strategic ideas that shatter the complexity frontiers, have the potential to unleash enormous profits, and enable long-term success for every company. Bryan and Joyce outline innovative principles that enable corporations to: Manage complexity, bureaucracy, and redundancy Use hierarchical authority to strengthen the authority of key managers and drive performance Deliver operating earnings while implementing wealth-creation strategies Allow formal networks, talent, and knowledge marketplaces to work in a large company Motivate and reward wealth-creating behavior Pursue organizational design as a corporate strategy Increase worker satisfaction It is imperative for corporations to put the same energy used for new products and processes into organizational design. That's where the money is. That's where the opportunities lie. That's the key to surviving and prospering in the 21st century.
Marketing management support systems are designed to make marketing managers more effective decision makers in this electronic era. Developments in information technology have caused a marketing data explosion, but have also provided a powerful set of tools that can transform this data into applicable marketing knowledge. Consequently, companies are making major investments in such marketing decision aids. This book is the first comprehensive, systematic textbook on marketing management support systems. The basic issue is the question of how to determine the most effective type of support for a given marketing decision maker in a particular decision situation. The book takes a demand-oriented approach. Decision aids for marketing managers can only be effective if they match with the thinking and reasoning process of the decision makers who use them. Consequently, the important questions addressed in this book are: how do marketing managers make decisions; how can marketing management support systems help to overcome several (cognitive) limitations of human decision makers; and what is the most appropriate type of management support system for assisting the problem-solving methods employed by a marketing decision-maker?
One step above knowledge management systems are business intelligence systems. Their purpose is to give decision makers a better understanding of their organization's operations, and thus another way to outmaneuver the competition, by helping to find and extract the meaningful relationships, trends, and correlations that underlie the organization's operations and ultimately contribute to its success. Thierauf also shows that by tying critical success factors and key performance indicators into business intelligence systems, an organization's most important financial ratios can also be improved. Comprehensive and readable, Thierauf's book will advance the knowledge and skills of all information systems providers and users. It will also be useful as a text in upper-level courses covering a wide range of topics essential to an understanding of executive business systems generally, and specifically their creation and management. The theme underlying Thierauf's unique text is that a thorough understanding of a company's operations is crucial if the company is to be moved to a higher level of competitive advantage. Although data warehousing, data mining, the Internet, the World Wide Web, and other electronic aids have been in place for at least a decade, it is the remarkable and unique capability of business intelligence systems to utilize them that has in turn revolutionized the ability of decision makers to find, accumulate, organize, and access a wider range of information than was ever before possible. Effective business intelligence systems give decision makers a means to keep their fingers on the pulse of their businesses every step of the way. From this it follows that they are thus able to develop new, more workable means to cope with the competition successfully. Comprehensive and readable, Thierauf's book will advance the knowledge and skills of all information systems providers and users. It will also be useful as a text in upper-level courses covering a wide range of topics essential to an understanding of executive business systems generally, and specifically their creation and management.
Following on from their previous book 'Open Innovation', the editors have compiled this book, as a major initiative of top scholars in open innovation setting out a research agenda for the next 5 to 10 years.
What is innovation and how should it be measured? Understanding the scale of innovation activities, the characteristics of innovative firms and the internal and systemic factors that can influence innovation is a prerequisite for the pursuit and analysis of policies aimed at fostering innovation.
Research methods present the strategic management field with great opportunities and challenges. This first volume includes three types of chapters aimed at exploiting the opportunities and meeting the challenges. One group of chapters addresses broad issues of science, including the state of strategy research, issues surrounding the age of data, and how to build cumulative knowledge within the strategic management field. A second group of chapters highlight ways to improve specific practices, including the measurement of knowledge, the assessment of limited dependent variables, and designing studies. A final group of chapters describe how strategy researchers can better use particular methods. These methods include social network analysis, longitudinal analysis, qualitative methods, survey research, and structural equation modeling. Collectively, the chapters offer state of the art thinking about research methodology provided by intellectual leaders within the strategic management field.
Contemporary businesses are exposed to global competition enhanced by new information technology and liberalized cross-border transactions in many industries. This introduces a new competitive dynamic, influenced by actors in developed and emerging markets. The dynamic puts major demands on executives as they consider future moves that support strategic initiatives. The context of intensified global competition requires attention from practicing (and aspiring) leaders in international business organizations. Drawing on contemporary research, Competitive International Strategy: Key Implementation Issues addresses international business strategy formulation and implementation in the global competitive market. It captures the essential strategy components by elaborating on the implementation of corporate integration and local responsiveness. This is considered a vital dichotomy in the development of international business strategies. Essential components include competition context, firm’s resources, strategy directions and competence, implementation issues, and competitiveness. The book includes several detailed company cases. Bridging the strategy formulation and implementation is crucial for the ultimate success of international business firms. This book will be of great value to students at an advanced level, academics, and reflective practitioners in the fields of strategic management, leadership, and international business.
Since China's adoption of the “go global” strategy, more and more of China's privately owned enterprises have focused on outward foreign direct investment , and by doing so they have become the major market participants in China's internationalization process. This book presents authoritative academic and professional insights into the determinants of internationalization of China's indigenous privately owned enterprises. The case studies, in-depth interviews and investigations in this book will capture the interest of the readers and provide them with the background material and understanding of the determinants and possible pattern selection for internationalization of China's privately owned enterprises.
