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Leading value creation :organizational science, bioinspiration, and the cue see model /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Leading value creation :Matt Barney, Ph.D.
Reminder of title:	organizational science, bioinspiration, and the cue see model /
Author:	Barney, Matt,
Description:	1 online resource.
Subject:	Cooperation.
Online resource:	https://link.springer.com/book/10.1057/9781137361509
ISBN:	1137361506 (electronic bk.)

Leading value creation :organizational science, bioinspiration, and the cue see model /
Barney, Matt,

Leading value creation :organizational science, bioinspiration, and the cue see model /Matt Barney, Ph.D. - 1 online resource.

Includes bibliographical references and index.

The 'Big 3' of Adult Development -- 1. Mother Nature, Supermodel -- 2. Business Models of Value Creation -- 3. Interdisciplinary Value Creation Synthesized -- 4. Overview of the Cue See Model -- 5. Leadership and the Cue See Model -- 6. Applying the Cue See Model -- 7. Macro-Parasites and Limitations of the Cue See Model -- 8. Value Creation in Perspective -- Postlude -- Appendix 1: Bioinspired Parasite Details -- Appendix 2: Introduction to Rasch Measurement -- Appendix 3: First Test of the Cue See Model -- Appendix 4: Five Studies Applying the Cue See Model to Standard Setting -- Appendix 5: Hypotheses Summarized.

Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives��uality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.

ISBN: 1137361506 (electronic bk.)

Source: 696197Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

185082
Cooperation.
Index Terms--Genre/Form:

214472
Electronic books.

LC Class. No.: HD57.7 / .B3667 2013

Dewey Class. No.: 658.4/092

Leading value creation :organizational science, bioinspiration, and the cue see model /
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020 $a 9781137361509 (electronic bk.)
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100 1 $a Barney, Matt, $e author. $3 687310
245 1 0 $a Leading value creation : $b organizational science, bioinspiration, and the cue see model / $c Matt Barney, Ph.D.
264 1 $a New York City, NY : $b Palgrave Macmillan, $c [2013]
300 $a 1 online resource.
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
504 $a Includes bibliographical references and index.
505 0 $a The 'Big 3' of Adult Development -- 1. Mother Nature, Supermodel -- 2. Business Models of Value Creation -- 3. Interdisciplinary Value Creation Synthesized -- 4. Overview of the Cue See Model -- 5. Leadership and the Cue See Model -- 6. Applying the Cue See Model -- 7. Macro-Parasites and Limitations of the Cue See Model -- 8. Value Creation in Perspective -- Postlude -- Appendix 1: Bioinspired Parasite Details -- Appendix 2: Introduction to Rasch Measurement -- Appendix 3: First Test of the Cue See Model -- Appendix 4: Five Studies Applying the Cue See Model to Standard Setting -- Appendix 5: Hypotheses Summarized.
520 $a Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives��uality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.
588 $a Description based on print version record.
650 0 $a Cooperation. $3 185082
650 0 $a Leadership. $3 187557
650 7 $a BUSINESS & ECONOMICS / Industrial Management $2 bisacsh $3 584233
650 7 $a BUSINESS & ECONOMICS / Management Science $2 bisacsh $3 583840
650 7 $a BUSINESS & ECONOMICS / Management $2 bisacsh $3 583980
650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 564282
655 4 $a Electronic books. $2 local. $3 214472
776 0 8 $i Print version: $a Barney, Matt. $t Leading value creation $z 9781137373717 $w (DLC) 2013027808 $w (OCoLC)857234170
856 4 0 $3 Palgrave Connect $u https://link.springer.com/book/10.1057/9781137361509