Knowledge-Driven Corporation: Complex Creative DestructionGeorge B. Graen, Joan A. Graen 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. |
Contents
1 | |
19 | |
FarFlung Teams and the KnowledgeDriven Corporation | 47 |
The Making of Retail Business Empires | 63 |
Defining What Constitutes | 79 |
Leaders MotivationtoServe | 125 |
The Relationship | 181 |
Examining the Relative Importance of LeaderMember | 211 |
Why KnowledgeDriven Corporations Should Invest | 231 |
About the Contributors | 243 |
Other editions - View all
Knowledge-driven Corporation: Complex Creative Destruction George B. Graen,Joni A. Graen No preview available - 2008 |
Knowledge-driven Corporation: Complex Creative Destruction George B. Graen,Joni A. Graen No preview available - 2008 |
Common terms and phrases
ability Academy of Management adaptive leadership analysis Applied Psychology behavioral complexity Beijing Jiaotong University cognitive complexity conceptualization congruency construct context Creative Destruction differentiation dyadic effective emergent behavioral employees ER-L far-flung teams Ferris G. B. Graen Graen Eds Higgins Hooijberg influence Information Age innovation interaction interpersonal Jiangsu Journal of Applied knowledge knowledge-driven corporation 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 one’s Organizational Behavior organizational citizenship behavior Organizational Studies organizations perceptions political behavior political skill positive predicted predictor prevention focus promotion focus quality LMX regulatory focus role 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