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Index
Praise
Title Page
Copyright Page
Preface
Acknowledgements
Introduction
Part One - ALIGNMENT
Chapter 1 - ALIGNING NETWORKS WITH STRATEGIC VALUE PROPOSITIONS
Network Archetypes and Value Propositions
Customized Response Case Study: Novartis
Customized Response: Success Factors
Routine Response Case Study: Sallie Mae
Routine Response: Success Factors
Conclusion
Chapter 2 - WORKING THROUGH NETWORKS TO ALIGN CULTURE AND STRATEGY
Driving Results Through an Integrated View of Culture and Networks
Conclusion
Part Two - EXECUTION
Chapter 3 - MANAGING RAPID INNOVATION THROUGH EFFECTIVE NETWORKS
Network Obstacles to Innovation
Five Practices to Drive Innovation Through Networks
Conclusion
Chapter 4 - DRIVING FINANCIAL RETURN THROUGH NETWORK INVESTMENTS
Driving Value Creation Relationally
Conclusion
Chapter 5 - DELIVERING RESULTS THROUGH PROCESS NETWORKS
Improving Decision Processes with Network Analysis
Improving Core Work Processes with Network Analysis
Conclusion
Chapter 6 - DELIVERING RESULTS THROUGH PROJECT-BASED NETWORKS
Delivering Results Through Networks in Sales, Innovation, and Execution Teams
Rapidly Forming Networks at the Point of Execution
Conclusion
Part Three - ADAPTATION
Chapter 7 - DRIVING PERFORMANCE BY REPLICATING HIGH PERFORMERS’ NETWORKS
Replicating High Performers’ Networks
The Structural Dimension: Bridging Positions in Networks
The Relational Dimension: Managing Relationships That Extend Individual ...
The Behavioral Dimension: Attitudes and Networking Behaviors Associated with ...
Conclusion
Chapter 8 - SPEEDING PRODUCTIVITY IN NEWCOMERS AND AVOIDING KNOWLEDGE DRAIN
Driving Productivity Through Effective Network Development in On-Boarding
Avoiding Costly (But Often Invisible) Knowledge Loss in Networks
Conclusion
Chapter 9 - THE ROAD AHEAD: EMERGING OPPORTUNITIES FOR THE NETWORK PERSPECTIVE
Visualization: Seeing Organizations
Emotion: Feeling Organizations
Design: Building Organizations
Cognition: Thinking Organizations
The Challenges for Leaders
About the Authors
Notes
Index
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