Yves L. Doz Knihy

The book offers a comprehensive guide on establishing and managing a global innovation network, emphasizing the importance of collaboration across borders. It explores strategies for fostering creativity and leveraging diverse perspectives to drive innovation. Readers will learn about the tools and frameworks necessary for building effective partnerships and harnessing collective intelligence. Case studies and practical insights provide a roadmap for organizations seeking to enhance their innovation capabilities on a global scale.

Partnerships between companies receive a great deal of attention from top managers and researchers at the time of their formation. This attention results largely from the common perception that the initial structuring of partnerships and establishment of common goals determines partnership outcomes and success. In Alliance Advantage , Doz and Hamel shift the focus away from deal making to the internal processes within the partnership and the unfolding interactions among partners that play an important and relatively unexplored role in shaping outcomes. Focusing on the underlying reasons why companies enter alliances and the processes by which they continually learn from their interactions and re-evaluate common—and individual—goals, the authors paint a sophisticated picture of alliance dynamics over time. The authors challenge organizations to define their objectives for alliance formulation and consider whether their own corporate culture provides an "alliance ready" atmosphere.

For all interested in what it means to "go global," Doz (global technology and innovation) and his colleagues at INSEAD distinguish metanational from multinational companies and discuss how such companies (e.g., Nokia) innovate by effectively tapping globally dispersed knowledge about technology and consumer trends. They specify capabilities that this new breed of business needs to build and knowledge prospecting strategies. Annotation copyrighted by Book News, Inc., Portland, OR

Successful companies often become victims of their own when their business matures, they find it impossible to renew themselves. To regain and maintain growth they need to learn to thrive on change and disruption. Fast Strategy analyses the risks successful companies face, and presents the three essential capabilities they need in order to regain and maintain continued strategic sensitivity (both the sharpness of perception and the intensity of awareness and attention), resource fluidity (the internal capability to reconfigure business systems and redeploy resources rapidly) and collective commitment (the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top). Fast Strategy is based on interviews with 150 executives from leading global companies such as Cisco, HP, IBM, Intel, Nokia, and SAP. Measures, tools and leadership behaviours implemented by these companies as they rekindled growth are detailed in a way that can serve as examples and be readily put in practice. Co-authored by a former Nokia top executive and a senior academic, Fast Strategy combines experience and theory for your company to stay ahead of the competition. More information on Fast Strategy and the area of strategic agility can be found on the authors' www.strategicagility.com/

A unique and one-of-a-kind anthology! This casebook was first published as Davidson/de la Torre, Managing the Global Corporation, in 1989. It was the first modern case anthology for a graduate audience. This edition contains the broadest case collection of companies and countries available in a single anthology. A full 60% of the cases are non-U.S.based firms. Companies in Australia, Hong Kong, China, Mexico, South American, India, South Africa and Europe are featured as case studies. Many of these cases were written in connection with the authors’ own work consulting with the organization, making the information in-depth and credible.

Als Manager zusehen, wie „alles seinen Gang geht“, war gestern. Heute müssen Sie flexibel und schnell sein und mit dem richtigen Gespür für den Markt erkennen, wo Sie stehen – und wohin Sie wollen! Die Autoren haben die erfolgreichsten Unternehmen „abgeklopft“: Welche Strategien kommen hier zum Tragen? Wie und wo wird welchen „Trends“ hinterher gespürt? Wie ist langfristiger Erfolg möglich – und was unterscheidet ein „erfolgreiches“ Unternehmen von einem weniger erfolgreichen? Mit vielen Schaubildern und klar strukturiert werden die drei Key-Points illustriert: Sei beweglich, pflege deine Beweglichkeit – und erneuere deine Mobilität stetig. Dann beherrschen SIE das Spiel!