Knowledge-Driven Corporation

Overview

Bank of America has been retrofit for the dawn of knowledge era by implementing a new break-even procedure for new executive talent acquired through acquisition or growth. Research suggests that a senior level manager requires on the average 6.2 months to break-even under the old procedure. Under the knowledge-driven procedure they expect to minimize turnover, reduce the break-even time, and speed the development of a network of critical relationships through specialized mentoring and coaching. Moreover, this new...
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Overview

Bank of America has been retrofit for the dawn of knowledge era by implementing a new break-even procedure for new executive talent acquired through acquisition or growth. Research suggests that a senior level manager requires on the average 6.2 months to break-even under the old procedure. Under the knowledge-driven procedure they expect to minimize turnover, reduce the break-even time, and speed the development of a network of critical relationships through specialized mentoring and coaching. Moreover, this new knowledge-driven procedure leaves little to chance learning. Even processes verboten under the old procedure are openly taught and briefed such as, understanding the corporation's culture and politics, and teaching the dynamics of new top management teams, middle management networking, and emergent leadership. Where are you?
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Product Details

  • ISBN-13: 9781593119416
  • Publisher: Information Age Publishing, Inc.
  • Publication date: 7/9/2008
  • Series: LMX Leadership Ser.
  • Pages: 264
  • Product dimensions: 6.10 (w) x 9.10 (h) x 0.60 (d)

Table of Contents


1 What Is a Knowledge-Driven Corporation? George B. Graen Graen, George B. 1
2 Making the Transformation to the Knowledge-Driven Corporation George B. Graen Graen, George B. 19
3 Far-Flung Teams and the Knowledge-Driven Corporation Arvind Malhotra Malhotra, Arvind Ann Majchrzak Majchrzak, Ann 47
4 Gome and Suning: The Making of Retail Business Empires in China Guo Shaojun Guo, Shaojun Wang Yaoqiu Wang, Yaoqiu Matthew Waller Waller, Matthew 63
5 Complex Adaptive Leadership: Defining What Constitutes Effective Leadership for Complex Organizational Contexts Sean T. Hannah Hannah, Sean T. John T. Eggers Eggers, John T. Peter L. Jennings Jennings, Peter L. 79
6 The Heart of the Servant Leader: Leader's Motivation-to-Serve and Its Impact on LMX and Subordinates' Extra-Role Behaviors Kok-Yee Ng Ng, Kok-Yee Christine S-K. Koh Koh, Christine S-K. Hock-Chye Goh Goh, Hock-Chye 125
7 The Role of Politics and Political Behavior in the Development and Performance of LMX Relationships: A Multilevel Approach Darren C. Treadway Treadway, Darren C. Jacob W. Breland Breland, Jacob W. Laura A. Williams Williams, Laura A. Lei Wang Lei, Wang Jun Yang Jun, Yang 145
8 Birds of a Feather Flock Together: The Relationship between Leader-Follower Self-Regulation Congruency, LMX, and Outcomes Ronit Kark Kark, Ronit Dina Van-Dijk Van-Dijk, Dina 181
9 Examining the Relative Importance of Leader-Member Exchange on Group Performance Over Time Loren J. Naidoo Naidoo, Loren J. Charles A. Scherbaum Scherbaum, Charles A. Harold W. Goldstein Goldstein, Harold W. 211
10 Why Knowledge-Driven Corporations Should Invest in Developing Emergent Response Leadership for BothFace-to-Face and Far-Flung Teams George B. Graen Graen, George B. 231
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