Technological changes have displaced the hierarchical corporation as the model for business organization; the large corporations of the new century are decentralizing and externalizing, creating networks of "industry ecosystems" that will replace the top-down organizations of the last century. Inventing the Organizations of the 21st Century reports on a five-year multidisciplinary research initiative conducted by MIT’s Sloan School of Management and sponsored by leading international corporations.
The vision of the MIT Process Handbook Project is the creation of a systematic and powerful method of organizing and sharing business knowledge. Organizing Business Knowledge: The MIT Process Handbook presents the key findings of a multidisciplinary research group at MIT’s Sloan School of Management that has worked for over a decade to lay the foundation for just such a comprehensive system. It does so by focusing on the process itself.
How do technology innovators, business executives, and venture capitalists manage the technical elements of business risk when developing and launching new products? Overcoming technical risks requires crossing the so-called valley of death—the gap between demonstrating the soundness of a technical concept in a controlled setting and readying the product technology for the market.
The MIT Sloan School of Management, as conceived by the legendary General Motors chairman Alfred P. Sloan, was founded in 1952 to draw on the scientific and technical resources of MIT and approach the problems of management with the rigorous research practices for which MIT was famous. Fifty years later, the Sloan School gathered international leaders in business and management, MIT faculty, students, and alumni to address again the basic principles that should guide business and management.
In a modern industrial society, the managerial function may be viewed primarily as one of adapting the enterprise to changing conditions; whether a company does or does not grow depends on its managerial ability to adjust rapidly to change. Success in carrying out this function differs sharply between highly industrialized countries and can be explained partly on the basis of national differences in managerial backgrounds and selection and reward procetures and partly on the basis of national value systems.
A collection of lectures from a special summer program at MIT's Operations Research Center treats topics in operations research for industry, military services, and governmental departments, beginning with the principles and application of probability theory.
This book offers a novel approach for analyzing and developing business strategies for the Internet and electronic commerce. The topics addressed include how to predict which firms will be successful, how a manager should respond to competitors who adopt the Internet and electronic commerce, and how a company can obtain a competitive advantage in times of intense competition and proliferating information technology. The book uses case studies (including Dell Computer, Cisco Systems, Charles Schwab, and Merrill Lynch) and develops a dynamic resource-based model of strategy.
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes the continuous acquisition and application of knowledge. The book is organized into three sections, each opening with a classic work from a leader in the field. The first section, Strategy, discusses the motivation for knowledge management and how to structure a knowledge management program.
In the Guadalupe Dunes, 170 miles north of Los Angeles and 250 miles south of San Francisco, an oil spill persisted unattended for 38 years. Over the period 1990-1996, the national press devoted 504 stories to the Exxon Valdez accident and a mere nine to the Guadalupe spill—even though the latter is most likely the nation's largest recorded oil spill.
This study of female design engineers has profound implications for attempts to change organizational culture. Joyce Fletcher's research shows that emotional intelligence and relational behavior are often viewed as inappropriate because they collide with powerful, gender-linked images. Fletcher describes how organizations say they need such behavior and yet ignore it, thus undermining the possibility of radical change. She shows why the "female advantage" does not seem to be benefit women employees or organizations.