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<b>PART I: INTRODUCTION.</b> <p>Chapter 1. Fundamental Impacts of the Global Knowledge Economy on Strategic Management.</p> <p><b>PART II: TRADITIONAL STRATEGIC MANAGEMENT APPROACHES AND TOOLS, AND THEIR DEFICIENCIES.</b></p> <p>Chapter 2. Traditions Strategic Management Approaches, and their Deficiencies.</p> <p><b>PART III: A SYSTEMIC APPROACH TO BUSINESS MODELS AND STRATEGIC MANAGEMENT.</b></p> <p>Chapter 3. A New Mindset: Systemic Strategic Management.</p> <p><b>PART IV: NEW STRATEGIC MANAGEMENT APPROACHES AND PROCESSES.</b></p> <p>Chapter 4. Framework for Systemic Strategic Management.</p> <p><b>PART V: A NEW STRATEGIC MANAGEMENT TOOLBOX.</b></p> <p>Chapter 5. Strategic Management Tools for the Knowledge Economy.</p> <p><b>PART VI: STRATEGIC MANAGEMENT—THE CHALLENGING ROAD AHEAD.</b></p> <p>Chapter 6. Managing the new Strategic Leadership Challenges.</p> <p>Authors and Contributors.</p> <p>Glossary of Major Terms.</p>

<b>MARIUS LEIBOLD</b> is Professor in Strategic International Management at Stellenbosch University (SU), South Africa, and also Professor in Strategic Management at Business School Netherlands International. He holds visiting positions at North American and European universities, and is a director of the WISE research program at International University of Bremen. His research focus is on business models for global competitiveness, disruptive innovation, and strategic values. <p><b>GILBERT J.B.PROBST</b> is Professor in Organizational Behavior and Management at the University of Geneva, Switzerland, where he also directs the MBA program. Prior to Geneva, he taught as a visiting faculty member at the Wharton School in Philadelphia. He received his Ph.D. from the University of St.Gallen. He is founder and chairman of the Geneva Knowledge Forum, comprising 20 multinationals, and co-author of Managing Knowledge (published by Wiley). He also serves as a board member of major companies and training institutions.</p> <p><b>MICHAEL GIBBERT</b> is Assistant Professor in Strategic Management at the Institute for Economics and Management, Bocconi University, Italy. His previous positions were at Ludwig Maximilians University in Munich, Stellenbosch University (visiting faculty member) and INSEAD, France (research associate). His reseach focus is on learning networks, competitive strategy and generalizability in strategy research.</p>

<b>Strategic Management in the Knowledge Economy</b> <p>Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and Real-world case studies.</p> <p>On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance (Lafite-Rothschild, Who's Who, Holcim, BRL Hardy, Kuoni BTI, Deutsche Bank, Unisys, Novartis).</p> <p>"Commodity industries like cement offer huge opportunities for performance-oriented knowledge sharing and learning, and this book provides us with the essential elements in an excellent and complete way. Given the good experiences made with our learning related initiatives and tools throughout the various continents where our group is active, we continue to actively promote and encourage systematic best practice exchange, in order to continuously learn from and leverage global experiences."<br /> —Markus Akerman, CEO, Holcim Group</p> <p>"This a Unique collection of readings, cases, and interpretive chapters on strategy and strategizing in the knowledge economy. Executives in all knowledge-intensive organizations need to pay close attention to it. This is the new direction for strategy in the 21st century, and Leibold, Probst and Gibbert's book is the first available resource."<br /> —Thomas H. Davenport, Director, Accenture Institute for Strategic Change; Professor of Management and Technology, Babson College</p> <p>"This book makes a valuable contribution to strategic management theory and practice. I agree entirely that the traditional approaches to managing strategically in the global knowledge economy are deficient, and a systemic approach in the knowledge-networked global economy makes absolute sense."<br /> —Johan Van Zyl, CEO, Toyota South Africa</p> <p><b>Including the concepts of</b></p> <ul> <li> <div>Socio-Cultural Network Dynamics</div> </li> <li> <div>Systemic Scorecards</div> </li> <li> <div>Customer Knowledge Management</div> </li> </ul> <p>"What is really new in the knowledge Economy? How to move beyond the limitations of traditional Strategic Management approaches? This book provides an excellent basis to address these challenging questions and to understand the new mindsets and competencies necessary to design efficient, effective and sustainable knowledge ecosystems - organizations able to adapt and prosper in today's and tomorrow's complex global markets."<br /> —Albert A. Angehrn, Professor of IT and Entrepreneurship, INSEAD; Alcatel Chair of the Net Economy and e-Management</p> <p>"From an international perspective, I think this book makes a unique and important contribution to the field of strategic Management."<br /> —Victor C. Cordell, PhD, Professor and Director, International Business Planning Program, Fisher Graduate School of International Business, Monterey, Institute of International Studies, California, USA</p>

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