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Network Advantage : How to Unlock Value From Your Alliances and Partnerships

By: Greve, Henrich.
Contributor(s): Rowley, Tim | Shipilov, Andrew.
Material type: TextTextSeries: eBooks on Demand.Publisher: Hoboken : Wiley, 2013Description: 1 online resource (322 p.).ISBN: 9781118561386.Subject(s): Business | Electronic commerce | Internet advertising | Internet marketingGenre/Form: Electronic books.Additional physical formats: Print version:: Network Advantage : How to Unlock Value From Your Alliances and PartnershipsDDC classification: 658.872 LOC classification: HF5415.1265 .G384 2013Online resources: Click here to view this ebook.
Contents:
Cover; Endorsements; Title page; Copyright page; Contents; Acknowledgments; Preface; Bridging the Gap between Academics and Executives; Our Perspectives; Increasing Your Network Advantage; The Toolbox; Benefits For You; Introduction: All Roads Lead to London; Three Degrees of Network Advantage; First-Degree Network Advantage; Second-Degree Network Advantage; Third-Degree Network Advantage; From Academic Research to Management Practice; How to Use this Book to Increase Your Network Advantage; Going Forward; Chapter Highlights; Chapter One: Network Advantage: Making the Stealth Bomber
A Tale of Two AttemptsThe Principles of Network Advantage; Alliance Portfolios; Alliance Portfolios versus Ecosystems; First-Degree Network Advantage; Second-Degree Network Advantage; Third-Degree Network Advantage; Why Networks Fail; Going Forward; Chapter Highlights; Chapter Two: Comparing Network Advantage: Sony versus Samsung; First-Degree Advantage; Second-Degree Advantage; Using the Second-Degree Perspective to Predict the Future; Third-Degree Advantage; Looking Inside the Circles; Sony: Divisions Rule; Samsung: Strong Center Connects Divisions
Comparing Network Advantage: Sony vs. SamsungGoing Forward; Chapter Highlights; Chapter Three: The First-Degree Perspective: Strengthening the Foundation of Network Advantage; "Four Dimensions of Fit" Framework; Step 1: Evaluate Strategy Fit; Step 2: Evaluate Resource Fit; Step 3: Evaluate Organization Fit; Step 4: Evaluate Culture Fit; Step 5: Reflect on Results; Applying the "Four Dimensions of Fit" Framework: The Chalhoub Group Case; Strategy Fit; Resource Fit; Organization Fit; Culture Fit; Capturing the "Four Dimensions of Fit": Alliance Fit Chart; Using the First-Degree Assessment Tool
First-Degree Assessment in Action: Philips ElectronicsGoing Forward; Chapter Highlights; Chapter Four: The Second-Degree Perspective: Understanding the Alliance Portfolio Configurations that Deliver Network Advantage; Hub-and-Spoke Alliance Portfolio Configuration; Integrated Alliance Portfolio Configuration; Hybrid Alliance Portfolio Configuration; Renesas's Hybrid Portfolio Configuration: A Blend of the Two; The Configuration Alignment Tool (CAT): Conceptual Overview; Industry Dynamism; Breadth of Product or Service Range; Market Power; Putting the Factors Together; Going Forward
Chapter HighlightsChapter Five: Evaluating and Changing Your Alliance Portfolio Configuration; Visualizing the Second Degree; Simplified Alliance Portfolios; Alliance Portfolio Summaries; Visualizing Your Firm's Second Degree; Step 1: Draw a Simplified or a Full Picture of Your Alliance Portfolio; Step 2: Count and Analyze Open and Closed Ties; Step 3: Use the Configuration Alignment Tool (CAT); Step 4: Develop Portfolio Adjustment Plan; Step 5: Reflect on the Results; Five ways to Build Open Ties; Four Ways to Build Closed Ties; Going Forward; Chapter Highlights
Chapter Six: The Third-Degree Perspective: Achieving the Status Advantage
Summary: Companies made more than 42,000 alliances over the past decade worldwide, many of which failed to deliver strong results.  This book explains why and how you can seize the benefits from your business's network of alliances with customers, suppliers and competitors.  This network can provide three key advantages: ·         superior information ·         better cooperation ·         increased power  Network Advantage shows how awareness of these three advantages can help align your portfolio of alliances with your corporate strategy to maximize advantages from existing networks and to posi
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HF5415.1265 .G384 2013 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=1569023 Available EBL1569023

Cover; Endorsements; Title page; Copyright page; Contents; Acknowledgments; Preface; Bridging the Gap between Academics and Executives; Our Perspectives; Increasing Your Network Advantage; The Toolbox; Benefits For You; Introduction: All Roads Lead to London; Three Degrees of Network Advantage; First-Degree Network Advantage; Second-Degree Network Advantage; Third-Degree Network Advantage; From Academic Research to Management Practice; How to Use this Book to Increase Your Network Advantage; Going Forward; Chapter Highlights; Chapter One: Network Advantage: Making the Stealth Bomber

A Tale of Two AttemptsThe Principles of Network Advantage; Alliance Portfolios; Alliance Portfolios versus Ecosystems; First-Degree Network Advantage; Second-Degree Network Advantage; Third-Degree Network Advantage; Why Networks Fail; Going Forward; Chapter Highlights; Chapter Two: Comparing Network Advantage: Sony versus Samsung; First-Degree Advantage; Second-Degree Advantage; Using the Second-Degree Perspective to Predict the Future; Third-Degree Advantage; Looking Inside the Circles; Sony: Divisions Rule; Samsung: Strong Center Connects Divisions

Comparing Network Advantage: Sony vs. SamsungGoing Forward; Chapter Highlights; Chapter Three: The First-Degree Perspective: Strengthening the Foundation of Network Advantage; "Four Dimensions of Fit" Framework; Step 1: Evaluate Strategy Fit; Step 2: Evaluate Resource Fit; Step 3: Evaluate Organization Fit; Step 4: Evaluate Culture Fit; Step 5: Reflect on Results; Applying the "Four Dimensions of Fit" Framework: The Chalhoub Group Case; Strategy Fit; Resource Fit; Organization Fit; Culture Fit; Capturing the "Four Dimensions of Fit": Alliance Fit Chart; Using the First-Degree Assessment Tool

First-Degree Assessment in Action: Philips ElectronicsGoing Forward; Chapter Highlights; Chapter Four: The Second-Degree Perspective: Understanding the Alliance Portfolio Configurations that Deliver Network Advantage; Hub-and-Spoke Alliance Portfolio Configuration; Integrated Alliance Portfolio Configuration; Hybrid Alliance Portfolio Configuration; Renesas's Hybrid Portfolio Configuration: A Blend of the Two; The Configuration Alignment Tool (CAT): Conceptual Overview; Industry Dynamism; Breadth of Product or Service Range; Market Power; Putting the Factors Together; Going Forward

Chapter HighlightsChapter Five: Evaluating and Changing Your Alliance Portfolio Configuration; Visualizing the Second Degree; Simplified Alliance Portfolios; Alliance Portfolio Summaries; Visualizing Your Firm's Second Degree; Step 1: Draw a Simplified or a Full Picture of Your Alliance Portfolio; Step 2: Count and Analyze Open and Closed Ties; Step 3: Use the Configuration Alignment Tool (CAT); Step 4: Develop Portfolio Adjustment Plan; Step 5: Reflect on the Results; Five ways to Build Open Ties; Four Ways to Build Closed Ties; Going Forward; Chapter Highlights

Chapter Six: The Third-Degree Perspective: Achieving the Status Advantage

Companies made more than 42,000 alliances over the past decade worldwide, many of which failed to deliver strong results.  This book explains why and how you can seize the benefits from your business's network of alliances with customers, suppliers and competitors.  This network can provide three key advantages: ·         superior information ·         better cooperation ·         increased power  Network Advantage shows how awareness of these three advantages can help align your portfolio of alliances with your corporate strategy to maximize advantages from existing networks and to posi

Description based upon print version of record.

Author notes provided by Syndetics

<p> Henrich Greve is a Professor of Entrepreneurship and the INSEAD Chair of Organization and Management Theory. He holds a Ph.D. in Business Administration from Stanford University Graduate School of Business. He does research on organizational networks and learning, and he teaches strategy and organizational change for executives at the Singapore campus of INSEAD.</p> <p> Tim Rowley is a Professor of Strategy and Organizations at the Rotman School of Management, University of Toronto. He teaches courses on competitive advantage and corporate governance, and his research is focused on how organizations are influenced by the network of relationships surrounding them.</p> <p> Andrew Shipilov is Associate Professor of Strategy and Akzo Nobel Fellow at INSEAD. His research and teaching revolve around networks, innovation and competitive advantage. He holds a Ph.D. from the University of Toronto, Rotman School of Management.</p>

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