Knowledge-driven Corporation: Complex Creative Destruction
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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
ability Academy of Management adaptive leadership analysis Applied Psychology behavioral complexity Beijing Jiaotong University cognitive complexity conceptualization congruency construct context Creative Destruction Dansereau differentiation dyadic effective emergent behavioral employees ER-L far-flung teams Ferris goals Higgins Hooijberg influence Information Age innovation interaction interpersonal Jiangsu Journal of Applied knowledge knowledge-driven corporation lead leader and follower leader behavioral leader-follower dyads leader-member exchange Leadership Quarterly leadership theory Liden LMX leadership Management Journal mentor motivation network dynamics noncongruent Organizational Behavior organizational citizenship behavior Organizational Studies organizations perceptions political behavior political skill positive predicted predictor prevention focus promotion focus quality LMX ratings regulatory focus Review role Scandura self-complexity self-concept servant leadership Sharing network leadership situations social exchange theory social networks Social Psychology structure subordinates suggests Suning team development team leader team members team performance tion top management transformational leadership Treadway Uhl-Bien
Page ix - ... 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. We would like to thank the coauthors of this volume for their outstanding contributions. Also, we thank George Johnson, publisher of Information Age Publishing, for his continued patience, guidance, and production assistance. On behalf of the contributors to this book, we respectfully...