Organizational Structure

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How to Build Collaborative Advantage

For multinationals, it is increasingly difficult to maintain competitive advantage on the basis of the traditional economies of scale and scope. Future advantage will go to those that can stimulate and support interunit collaboration to leverage their dispersed resources.

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Getting Credit for Governance

Recent research relates the importance of corporate governance not to stockholders but rather to another important stakeholder: bondholders. Ever since spec­tacular failures occurred at previously well-regarded companies, the spotlight has shone on corporate governance activities as the means of preventing fraud and aligning management with shareholders’ interests.

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Learning From the Internet Giants

Many companies have struggled to design IT systems, databases and content repositories that provide their employees with easily accessible and relevant information. The authors urge organizations to emulate the strategies of Google, eBay and Amazon.com, whose core competence is based upon making it easy for customers to find what they want — quickly, accurately and usefully.

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Leading at the Enterprise Level

Many companies have developed strong leaders for business units but have overlooked developing people who act in the interest of the whole organization. Understanding three issues can help: What are the key elements of the enterprise leader‘s job? Why is learning to lead at the enterprise level so challenging? What can companies do to identify and develop enterprise leaders?

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Building Better Teams

A conventional wisdom about teams is that they tend to perform better when members exchange knowledge freely among themselves and outsiders. Another widely accepted notion is that diversity among team members leads to better performance because of the range of viewpoints and experience of the different individuals.

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Transformational Outsourcing

Outsourcing can be more than a tool for cutting costs and improving organizational focus. Increasingly, it is a means of acquiring new capabilities and bringing about fundamental strategic and structural change.

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The Comparative Advantage of X-Teams

Traditional teams are not faring well in today business environment because they are too inwardly focused and lack flexibility. The authors detail the high levels of performance of a new, externally focused team, the X-team and outline the five components of X-teams they have studied.

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Back to the Future: Benetton Transforms Its Global Network

During the 1980s, Benetton was known as the archetypal network organization. But it decided to take a new direction representing a major discontinuity with its past and a divergence from industry practices. Without giving up the strongest aspects of its networked model, it integrated and centralized, exerting greater control over its supply chain even as it diversified its operations and product lines. The authors offer a detailed case study of this dramatic transformation.

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How To Make Strategic Alliances Work

Research shows that the most successful strategic alliances are in companies that have a dedicated function specifically assigned to oversee alliances. Such companies more readily solve problems related to the four key alliance-management elements — knowledge management, external visibility, internal coordination and accountability.

Showing 41-60 of 76