個案總覽

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 9 discusses the seventh of the nine laws of disruption: copyright. This chapter explores the ongoing and escalating conflict between producers attempting to protect their content and digital consumers who are routinely accused of copyright abuse. The history of copyright is discussed, as are the steps being taken on one side to enhance digital copyrights and, on the other, to repeal them. The author proposes a simple but controversial solution to the digital copyright dilemma and theorizes about the future of intellectual property.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 1 discusses the challenges of globalization and introduces the concept of cultural intelligence by discussing how its absence can negatively impact intercultural interactions. The authors examine failures in intercultural communication and consider why current methods of addressing these cross-cultural issues are often misguided. The authors propose that the development of cultural intelligence is as a more effective approach to these problems. In explaining the fundamentals of their core concept, the authors delineate three components of cultural intelligence, each of which is discussed individually in the following chapters.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 2 focuses on the information base, the knowledge of what cultural differences are and how they affect behavior, which is first component of cultural intelligence. By distilling academic research, the authors define the concept of culture and explore its characteristics. The chapter examines both differences and similarities in cultural values and then considers their influence on particular cultures' organizational structures.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 3, the authors discuss the second and third components of cultural intelligence -- mindfulness and cross-cultural skills -- and how they work with the first component, cultural knowledge, to enhance intercultural interactions. The authors examine the concept of "cultural cruise control" - running one's life on the basis of built-in cultural assumptions - considering the problems it presents and proposing methods for overcoming it. The various ways in which culture affects behavior are further explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 4, the authors build upon the fundamentals of cultural intelligence by applying it to decision-making in a cross-cultural context. This chapter is designed to help the reader better understand decision-making methods and criteria in other cultures. The authors explore the impacts that culture has on decision-making, motivation, goals, and ethics.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 5, the authors discuss the impact of culture on communication. Different cultural codes and conventions and their respective roles in the failure of intercultural communication are explored. The concepts behind successful cross-cultural communication skills are delineated, and the intricacies of nonverbal communication are explained. Negotiation styles across cultures are also discussed.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 6 discusses the challenges of culturally intelligent leadership. This chapter is designed to educate the reader on the complexity of historical and cultural forces which affect leadership around the globe. Different motivational techniques across cultures and varying leadership styles from around the world are explored. The authors also explore what they consider to be a key element in intercultural motivation: acknowledging and meeting the cultural expectations that followers have of their leaders.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 7 explores the opportunities and challenges faced by multicultural groups and teams. The effects of culture on enabling and hindering groups are examined. Methods by which leaders can both positively and negatively impact the effectiveness of their teams are discussed. Additionally, processes for developing cultural intelligence within multicultural groups are explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 8, the authors conclude the book by further discussing methods for enriching one's cultural intelligence. Characteristics and activities that improve the capacity to acquire the skills necessary for culturally intelligent behavior are explored. The five stages of the development of cultural intelligence are delineated and visually graphed.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group) is substantially updated from the original. This chapter introduces Bennis's vision of today's world, with an emphasis on US business institutions. He describes a four-step process that can lead a person to "master the context" of his or her environment: (1) becoming self-expressive; (2) listening to the inner voice; (3) learning from the right mentors; and (4) giving oneself over to a guiding vision.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group) is substantially updated from the original. In this chapter, Bennis establishes that the critical activity of self-invention which characterizes all leaders begins with self-knowledge. He then explores four basic lessons of self-knowledge: (1) You are your own best teacher. (2) Accept responsibility. (3) You can learn anything you want to learn. (4) True understanding comes from reflecting on your experience. He goes on to examine how leaders are influenced by their backgrounds but not ultimately controlled by them.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis discusses "whole-brain thinking," which he believes is a necessary capability of top executives and which includes creativity, impulse, and instinct as well as more "scientific" analytical skills.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis argues that "letting the self emerge is the essential task for leaders." He offers lessons on the importance of reflecting deeply on personal experience and constantly striving to acquire new perspectives. He presents four "tests" through which individuals build capabilities and focus on self-fulfillment. And he goes on to discuss desire, or the passion for life; the pursuit of mastery; and the value of strategic thinking.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis examines the ongoing development of a leader's skills and abilities through change, and especially under adversity. The true leader endlessly enriches his worldview by learning from difficult people, challenging organizational obstacles, and experiencing failure.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis lays out three kinds of "sweeping and profound" changes occurring in western societies, rooted in (1) technology, (2) global interdependence, and (3) shifting demographics, including an aging population and dramatic changes in ethnic diversity. This latest tide of change is transforming organizations, and the key to a healthy transformation is "the organization's attitude toward its workers." The most successful organizations will create a culture that develops leaders at all organizational levels; Bennis gives numerous examples of how this can be achieved.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis describes "ten personal and organizational characteristics for coping with change, forging a new future, and creating learning organizations."

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. Bennis evaluates the George W. Bush administration, examines the 2008 presidential campaign, and suggests changes that the Obama administration must pursue.

This practical guide, published by Business Expert Press, leads readers through the issues they will face in developing new marketing opportunities in foreign markets. Chapter 1, Understanding Markets Through International Market Research, introduces international market research, summarizes the characteristics of foreign markets, and highlights the importance of research to ensure international organizational success.

This practical guide, published by Business Expert Press, leads readers through the issues they will face in developing new marketing opportunities in foreign markets. Chapter 2, Global Market Opportunity Assessment, summarizes the six activities associated with Global Market Opportunity Assessment (GMOA). Firms regularly encounter favorable combinations of circumstances, locations, or timing that offer prospects for exporting, investing, sourcing, or partnering in foreign markets. GMOA is an approach for analyzing these opportunities in order to choose the most appropriate ones to optimize company performance.

This practical guide, published by Business Expert Press, leads readers through the issues they will face in developing new marketing opportunities in foreign markets. In Chapter 3, Fundamentals of International Market Opportunity Research, the authors explain the fundamentals of international market research, the types of information needed in international research, and how these are gathered and converted into useful, managerially relevant information. They also address the merits and limitations of primary and secondary data, and offer suggestions regarding online resources. They then discuss the nature of buyer behavior. Finally, in a special section called "Food for Thought," they examine research on perceptions, attitudes, beliefs, and values, all of which strongly influence buyer intentions to purchase.