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Leading value creation : = organizational science, bioinspiration, and the cue see model /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Leading value creation :/ Matt Barney, Ph.D.
其他題名:	organizational science, bioinspiration, and the cue see model /
作者:	Barney, Matt,
面頁冊數:	1 online resource.
標題:	Cooperation. -
電子資源:	http://www.palgraveconnect.com/doifinder/10.1057/9781137361509
ISBN:	1137361506 (electronic bk.)

Leading value creation : = organizational science, bioinspiration, and the cue see model /
Barney, Matt,

Leading value creation :organizational science, bioinspiration, and the cue see model /Matt Barney, Ph.D. - 1 online resource.

Includes bibliographical references and index.

The 'Big 3' of Adult Development -- 1. Mother Nature, Supermodel -- 2. Business Models of Value Creation -- 3. Interdisciplinary Value Creation Synthesized -- 4. Overview of the Cue See Model -- 5. Leadership and the Cue See Model -- 6. Applying the Cue See Model -- 7. Macro-Parasites and Limitations of the Cue See Model -- 8. Value Creation in Perspective -- Postlude -- Appendix 1: Bioinspired Parasite Details -- Appendix 2: Introduction to Rasch Measurement -- Appendix 3: First Test of the Cue See Model -- Appendix 4: Five Studies Applying the Cue See Model to Standard Setting -- Appendix 5: Hypotheses Summarized.

Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives₇quality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.

ISBN: 1137361506 (electronic bk.)

Source: 696197Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

678629
Cooperation.
Index Terms--Genre/Form:

554714
Electronic books.

LC Class. No.: HD57.7 / .B3667 2013

Dewey Class. No.: 658.4/092

Leading value creation : = organizational science, bioinspiration, and the cue see model /
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504 $a Includes bibliographical references and index.
505 0 $a The 'Big 3' of Adult Development -- 1. Mother Nature, Supermodel -- 2. Business Models of Value Creation -- 3. Interdisciplinary Value Creation Synthesized -- 4. Overview of the Cue See Model -- 5. Leadership and the Cue See Model -- 6. Applying the Cue See Model -- 7. Macro-Parasites and Limitations of the Cue See Model -- 8. Value Creation in Perspective -- Postlude -- Appendix 1: Bioinspired Parasite Details -- Appendix 2: Introduction to Rasch Measurement -- Appendix 3: First Test of the Cue See Model -- Appendix 4: Five Studies Applying the Cue See Model to Standard Setting -- Appendix 5: Hypotheses Summarized.
520 $a Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives₇quality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.
588 $a Description based on print version record.
650 0 $a Cooperation. $3 678629
650 0 $a Leadership. $3 562584
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650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 834421
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