The Silicon Valley Model Management for Entrepreneurship 1st Edition by Annika Steiber,Sverker Alange ISBN 3319249215 9783319249216

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ISBN 10:      3319249215
ISBN 13: 978-3319249216
Author:      Annika Steiber, Sverker Alänge

The Silicon Valley Model Management for Entrepreneurship 1st Table of contents:

1. The World Is Changing

• 1.1 Introducing a New Management Model
• 1.2 The Changing Nature of Change (And What It Means for Management)
  • 1.2.1 Implications for Management: Drawbacks of the Old Way
  • 1.2.2 The New Model: Essentially Entrepreneurial
• 1.3 Tales of Two Industries
  • 1.3.1 The Clothing Industries: Textiles, Garments, Shoes, Retail
  • 1.3.2 Telephones and Phone Services
  • 1.3.3 What Can We Learn?
• 1.4 The High Road Versus the Missed Turn: Comparing New and Old Management Models
  • 1.4.1 Finding the High Road: The Entrepreneurial Path
  • 1.4.2 Missing the Turn: The Case of Kodak
• 1.5 Moving On
• References

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2. Six Basic Principles for a Changing World

• 2.1 Dynamic Capabilities
  • 2.1.1 When `Core Competencies´ Aren´t Enough
  • 2.1.2 Dynamic Capabilities: A New Concept of Corporate Resources
• 2.2 A Continually Changing Organization
  • 2.2.1 Some Practices Allowing Continual Change
• 2.3 A People-Centric Approach
• 2.4 An Ambidextrous Organization
• 2.5 An Open Organization That Networks with Its Surroundings
• 2.6 A Systems Approach
• 2.7 Moving On
• References

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3. Silicon Valley: A Cradle of Management Innovation

• 3.1 The Forces That Drive Management Innovation, in Brief
• 3.2 Management Innovation: The Influence of IT
  • 3.2.1 New Ways of Managing Emerge
• 3.3 Management Innovation: The Influence of Regional Culture
  • 3.3.1 The Early Electronics Industry
• 3.4 Management Innovation: New Levels of Networking
• 3.5 Management Innovation: People Focus, from Postwar to the Present
• 3.6 Closing Notes (With Remarks on `Replicating´ Silicon Valley)
• References

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4. Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm

• 4.1 What Is Entrepreneurship?
  • 4.1.1 A Modern Understanding (and a New Definition)
  • 4.1.2 The Company as `Entrepreneur´
• 4.2 The Divide Between Entrepreneurship and Management: Obstacles and Evolutionary Forces
  • 4.2.1 How Business Schools Reinforced the Split
  • 4.2.2 Toward a Re-synthesis of Entrepreneurship and Management
• 4.3 What Can a Company Do?
• References

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5. A Special Breed of People

• 5.1 Focusing on the `Special Breed,´ from Google Onward
• 5.2 On `Multidimensional´ People and the Need for Them
• 5.3 Cornerstones of Success: Five Core Qualities of the `Special Breed´
  • 5.3.1 Entrepreneurial
  • 5.3.2 Adaptable
  • 5.3.3 Passionate
  • 5.3.4 Constantly Questioning the Status Quo
  • 5.3.5 Collaborative
• 5.4 Attracting the Special Breed
• 5.5 How Do We Keep These People?
  • 5.5.1 The Ugly Duckling
  • 5.5.2 Meaningful Work, Perks and Benefits
  • 5.5.3 The Employer-Employee Alliance
• 5.6 Conclusions (and a Start)
• References

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6. Culture: The New Black

• 6.1 What `Culture´ Consists Of
• 6.2 External Influences on Culture
• 6.3 The People Effect: How Founders Shape Culture
• 6.4 Steps to Building a Strong Culture
• 6.5 The `10 Commandments´: Core Attributes of the Cultures We Studied
  • 6.5.1 Not an Ordinary Company
  • 6.5.2 Things Change Constantly and We Need to Be Adaptable
  • 6.5.3 Move Fast, Speed Matters
  • 6.5.4 Hiring Is the Most Important Thing We Do
  • 6.5.5 Product Excellence Is Key
  • 6.5.6 Data-Driven Decision Making and Fast Learning
  • 6.5.7 A Flat Organization with Minimal Bureaucracy
  • 6.5.8 Openness and Transparency
  • 6.5.9 Leaders, Not Managers
  • 6.5.10 Build an Ecosystem, Not Just a Company
• 6.6 Concluding Comments
• References

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7. Leading for Entrepreneurship

• 7.1 Top Leaders´ Roles
• 7.2 Providing Direction and Expectation Level
• 7.3 Communication and Leader Behavior
• 7.4 Founder Entrepreneurs
• 7.5 The Role of Leaders on the Middle Levels
• 7.6 Decision-Making
• 7.7 Incentives and Motivation
• 7.8 Hiring and Developing Leaders
• 7.9 Concluding Comments
• References

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8. The Entrepreneurial Organization Is Dynamic and Ambidextrous

• 8.1 Dynamic Capabilities
  • 8.1.1 Ambidexterity in Theory
  • 8.1.2 The Challenge of Ambidexterity
• 8.2 Innovation by Many, Inside Present Operations
  • 8.2.1 Top Executive Focus
  • 8.2.2 The `Semi-Structured´ State
  • 8.2.3 Small Teams
  • 8.2.4 Transparency and Openness
  • 8.2.5 Heuristics or `Simple Rules´
  • 8.2.6 Intrinsic Incentives in Meaningful Work
  • 8.2.7 Rapid Learning Processes
  • 8.2.8 Big Data on User Behavior
• 8.3 Innovation by Separate Innovation Units
  • 8.3.1 Acquisitions
  • 8.3.2 Corporate Ventures
  • 8.3.3 Small Firm-Large Firm Ventures
  • 8.3.4 Spin-Ins and Incubation
• 8.4 Open Innovation Approaches
  • 8.4.1 University Interaction
  • 8.4.2 Suppliers as Innovators
  • 8.4.3 Crowdsourcing from Users and Communities
  • 8.4.4 External Development Platforms
  • 8.4.5 Cultivating Ecosystems
• 8.5 Concluding Comments
• References

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9. The Silicon Valley Model

• 9.1 The Evolution of a New Breed of Organizations
  • 9.1.1 The New Model´s Roots in `Adhocracy´
• 9.2 The Silicon Valley Model: `A Startup in a Large Suit´
  • 9.2.1 Major Elements of the Silicon Valley Model
• 9.3 A Conceptual Model, Visualized
• 9.4 Differences Between a Traditional Management Model and the Silicon Valley Model
• 9.5 The Silicon Valley Model and the Six Basic Principles for a Changing World
• 9.6 Wrapping Up and Looking Ahead
• References

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10. Implications Beyond Silicon Valley

• 10.1 The Use of Elements of the Silicon Valley Model in Other Companies
  • 10.1.1 An Inspiring and Socially Significant Vision
  • 10.1.2 Visionary, Entrepreneurial, and Growth-oriented Top Leadership
  • 10.1.3 Belief and Investment in Entrepreneurial People
  • 10.1.4 A Culture That Guides and Motivates Entrepreneurial People
  • 10.1.5 Leaders Who Support Entrepreneurial People
  • 10.1.6 An Ambidextrous Organization
  • 10.1.7 Open Innovation
  • 10.1.8 Coordination
  • 10.1.9 Information and Communication Technologies: Do the Silicon Valley Companies Have a Unique Edge?
• 10.2 Can the Whole System of Interlinked Elements Be Used Outside Silicon Valley?
  • 10.2.1 Startup Culture in Mature Companies
  • 10.2.2 A System of Interconnected Elements
• 10.3 Use of the Model in an Innovation Unit Within a Large Company
• 10.4 Concluding Comments

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