Building Social Capital in a Multibusiness Firm [recurso electrónico] : Lessons from a Case Study / by Eva Bilhuber Galli.
Tipo de material:
TextoEditor: Wiesbaden : Gabler, 2011Descripción: XII, 271p. 22 illus. online resourceTipo de contenido: text Tipo de medio: computer Tipo de portador: online resourceISBN: 9783834961716Tema(s): Economics | Industrial management | Economics/Management Science | Management/Business for ProfessionalsFormatos físicos adicionales: Printed edition:: Sin títuloClasificación CDD: 650 Clasificación LoC:HD28-70Recursos en línea: Libro electrónico
En: Springer eBooksResumen: Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices. Studying a case of a large multibusiness firm, she comes to counter-intuitive conclusions: 1) Not all types of cross-business collaboration require the same intensity level of social capital. 2) To build strong forms of social capital, single networking events seem to fall short. The alignment of practices over time needs to be considered.
| Tipo de ítem | Biblioteca actual | Colección | Signatura | Copia número | Estado | Fecha de vencimiento | Código de barras |
|---|---|---|---|---|---|---|---|
| Libro Electrónico | Biblioteca Electrónica | Colección de Libros Electrónicos | HD28 -70 (Browse shelf(Abre debajo)) | 1 | No para préstamo | 377119-2001 |
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| HD28 -70 Open and Closed Innovation | HD28 -70 Performance in Professional Service Firms | HD28 -70 Contingency Factors of Marketing-Mix Standardization | HD28 -70 Building Social Capital in a Multibusiness Firm | HD28 -70 Knowledge Sharing in Research Collaborations | HD28 -70 Essays on Purchasing and Supply Management | HD28 -70 Managing Value Capture |
Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices. Studying a case of a large multibusiness firm, she comes to counter-intuitive conclusions: 1) Not all types of cross-business collaboration require the same intensity level of social capital. 2) To build strong forms of social capital, single networking events seem to fall short. The alignment of practices over time needs to be considered.
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