Knowledge-Driven Corporation

Overview

A volume in LMX Leadership: The Series
Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired)
This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter ...
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Overview

A volume in LMX Leadership: The Series
Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired)
This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter company and present two examples of new knowledgedriven corporations that are described in strategic and tactical terms. At this point, the questions of management and leadership selections and development for the KDC are discussed in the next two chapters. These are followed by two chapters discussing the "political side" of human
KDC in terms of "fit" or "no fit." Following this discussion of our frail interpersonal habits,
project teams' research shows how an orderly process of team leadership development unfolds over the project life cycle. Finally, the last chapter discusses where we are concerning emergent response leadership in building real knowledge-driven corporations. This book is dedicated to survival of the best of the best of our corporations in the knowledge era through complex creative destruction.
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Product Details

  • ISBN-13: 9781593119423
  • Publisher: Information Age Publishing, Inc.
  • Publication date: 7/9/2008
  • Series: LMX Leadership Ser.
  • Pages: 264
  • Product dimensions: 6.40 (w) x 9.40 (h) x 0.90 (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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