Managing Complexity in Global Organizations

1. Auflage 2007
ISBN: 978-0-470-51072-8
Verlag: Turner Publishing Company

Buch, Englisch, 312 Seiten, Format (B × H): 174 mm x 211 mm, Gewicht: 508 g

Reihe: IMD Executive Development Series

This book delivers new and proven insights on an emerging management challenge - how to deal with overwhelming complexity. Globally active organizations have to cope with the most complex of all managerial decision-making environments. On one side, a greater diversity of cultures, customers, competitors and regulations compounds complexity; on the other, competitive pressures cause expanding companies to extract more synergies across products and regions throughout their entire value web. In such a climate, a new way of thinking, acting and organizing is needed beyond the familiar 'control' mindset.

Drawing together insights from across the expert faculty, Managing Complexity in the Global Organizations presents IMD's framework on how to better understand complexity and its four key drivers (diversity; interdependence; ambiguity and flux), along with solutions on specific issues in a variety of functions, industries and markets (including developing nations such as China and India). The focus is on providing relevant solutions for managers and executives based on a meaningful illustrations and real-life examples.

Autoren/Hrsg.

Steger, Ulrich

Amann, Wolfgang

Maznevski, Martha L

Maznevski, Martha

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management
• Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager

Inhaltsverzeichnis

Part I Conceptual Framework and Trends on the Macro-level.

Chapter 1 Managing Complexity in Global Organizations as the Meta-challenge

Chapter 2 The Complexity of Managing Corporate Social Responsibility in Multinationals

Chapter 3 Opportunities and Threats in the Global Political and Economic Environment

Part II Impact of Changes in the Competitive Landscape and Business Models on Complexity in Selected Industries

Chapter 4 The Need to Look at Complexity at the Industry Level

Chapter 5 Shipping Organizations - The Ultimate Global Players

Chapter 6 Managing Complexity Caused by Industry Dilemmas: The Case of the Automotive Industry

Chapter 7 Managing Complexity with an Electronic Manufacturing Services Supplier

Chapter 8 Managing Complexity in the Financial Services Industry

Part III Solutions for Managing Complexity on the Functional Level

Chapter 9 Breaking Down Complexity Management to the Functional Level

Chapter 10 Complexity in Global Business Strategies: The Cumulative Impact of the Crisis of Choices

Chapter 11 Various Dimensions of Complexity in Effectively Managing the Innovation Process - The Role of China

Chapter 12 Managing Complexity with Management Diversity

Chapter 13 The Role of Information in Creating Value Efficiently

Chapter 14 Dealing with Complexity by Managing Knowledge-Based Competence of the Organization

Chapter 15 Managing Complexity in Marketing and Supply Chains

Part IV Additional Complexity Challenges

Chapter 16 The Price Tag of Ignoring Complexity in the Globalization Process

Chapter 17 Managing Complexity in Mergers and Alliances

Chapter 18 Managing Complexity: The Family Business Experience

Chapter 19 The Future of Managing Complexity

Über Autor(innen)

Ulrich Steger holds the Alcan Chair of Environmental Management at IMD. Switzerland, and is Director of the school's research project on Corporate Sustainability Management. He also directs major partnership programs including DaimlerChrysler and Allianz, and is or has been on the boards of several major organizations - including Volkswagen, where he was in charge of worldwide environmental strategy. Prior to becoming involved in management education he was Minister of Economics and Technology in the German state of Hesse, with particular responsibility for transport, traffic and energy.

Wolfgang Amann is a Fellow in Strategic Direction and International Business at Henley Management Centre, UK. He joined Henley from IMD, and has also been visiting fellow at the Wharton School and Indian Institute of Management. Prior to pursuing his PhD he worked for DaimlerChrysler and subsequently in management consulting. He has directed, delivered and contributed to open and in-company programs and courses on strategy, internationalization and governance in the US, Europe, China and India. His recent case study series on Hindustan Lever in India won the 2006 Oikos sustainability case competition.

IMD is one of the worlds leading business schools, with a particular focus on developing state-of-the-art concepts for the experienced manager.