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Business management

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Family businesses the predominant form of business organization around the world can make numerous, critical contributions to the economy and family well-being in both financial and qualitative terms. But dysfunctional family businesses can be difficult to manage, painful experiences at best, and they can destroy family wealth and personal relationships. This book explores the dynamics of family business management, in the context of constantly changing market conditions and the role that knowledge management plays in strategic planning and adaptation. Integrating the literature from family business, entrepreneurship, industrial psychology, and knowledge management, and with illustrative examples from a variety of enterprises, the authors address such topics as: ¢How family businesses can compete in the new knowledge economy ¢How to manage a family business when knowledge is its main asset ¢How to transfer knowledge (and how to keep it alive) through family generations Within this framework, the authors argue that effective resource management especially intangible resources is central to enabling a family-run organization to maintain a sustainable competitive advantage over time. They note that families often develop systemic, intuitive, or tacit knowledge that transcends rational decision making and needs to be recognized and nurtured as a distinctive asset. The authors demonstrate that trans-generational value is achieved when the family firm innovates and adapts itself to changing external and internal conditions. This kind of entrepreneurial performance requires dynamic capabilities and processes designed to acquire, exchange, combine and even shed knowledge and practices; and, in turn, dynamic capabilities result from mechanisms of knowledge sharing, collective learning, experience accumulation, and transfer.

Business management --- ondernemingsstrategieën --- ondernemen

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In the knowledge-driven economy, individuals and organizations need to look beyond their own boundaries to complement existing resources. Especially in research-intensive fields, effective and efficient knowledge sharing with collaboration partners has become the key to success. Based on a large-scale survey, Benjamin Niedergassel identifies several factors enhancing or inhibiting knowledge sharing in research collaborations. He uses these factors to derive practical implications for academia, industry and research policy.

Business management --- management

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Health-care telematics in Germany have been a much discussed topic in recent years. Based on the methodological foundation of design-oriented artifact construction in Information Systems (IS) research, in particular method engineering, Ali Sunyaev develops a method for the organizational and technical analysis of security issues in health care using tools, methods, and processes in a structured and traceable way. He identifies security problems in the current concept of German health-care telematics and derives recommendations for future developments in the health-care sector.

Business management --- management

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Developed economies require high levels of innovativeness to sustain economic growth. Clusters are one of the building blocks of the European Commission's innovation strategy. However, they are often not as innovative as expected. While strong quantitative insights into the resource base of successful clusters exist, evidence on soft success factors is anecdotal and dispersed across research streams. Nicole Röttmer sets out to identify and describe these capabilities, their impact on cluster innovativeness in the interplay with (proprietary) cluster resources and their development over time in a comprehensive, dynamic model. In a cross-case setting, she illustrates the applicability of dynamic capabilities to a network setting and the impact of capabilities on cluster performance, providing an impetus for a change in cluster development policies and cluster management practices.

Business management --- management