Leadership Learning: Knowledge into Action by Kim Turnbull James, J. Collins

By Kim Turnbull James, J. Collins

Taking it topic from the 5th annual learning management convention held at Cranfield college of administration, management studying explores the problem of studying and constructing management within the twenty first century. This is the second one of 2 books to emerge from the convention, taking the subject 'Knowledge into Action'.

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A truly innovative culture generates innovation at all levels (O'Reilly, 1997) by employing managerial practices which make failure acceptable, value nonconformity, train employees to challenge, reward innovation, and encourage movement around the organisation (Horibe, 2001). The wealth generating potential of entrepreneurial activity in Silicon valley, the fragmentation of corporate structures and the desire to recreate the long lost momentum of organisational youth signal the rise in corporate entrepreneurship (Ireland, Kuratko and Morris, 2006).

Changing demands on business strategy formuLation In the uncertain conditions that lead to common strategic responses, organisational isomorphism (DiMaggio and Powell, 1983) and industry convergence (Porter, 1998), achieving sustained success requires radical, revolutionary strategies that arise from debunking orthodoxy, defining competency and exploiting discontinuity (Hamel, 2000b). Occasional dramatic competitive repositioning calls for strategymaking processes which are continuous and fundamentally creative (Pettigrew and Whipp, 1991; Dickson, Farris and Verbeke, 2001), which challenge the inevitability of industry conditions, and which potentially require new assets and capabilities (Kim and Mauborgne, 1999).

Interventions may be informed by more traditional Freudian psychological understandings of the role of the ego, superego and id, Jungian theories of cognitive preferences or Gestalt-based approaches. The unifying feature of these bodies of knowledge is their assumption that long-lasting behavioural change cannot be achieved without exploration of the fundamental assumptions, preferences and beliefs which impact on behaviour. A variety of leadership development interventions draw from these including mind/body-based psychological models such as bioenergetics (Cotter, Meeting the Challenge of Leading in the 27" Century 27 1996), programmes based in Gestalt theory (Clarkson, 1989) or the popular 'neuro-linguistic programming' (NLP) (McDermott and Jago, 2001).

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