000			03891nam a2200457Ii 4500
001			9781787694637
003			UtOrBLW
005			20210303084858.0
006			m o d
007			cr un|||||||||
008			181115t20182019enk ob 001 0 eng d
020			_a9781787694637 (e-book)
040			_aUtOrBLW _beng _erda _cUtOrBLW
050		4	_aHD45 _b.F53 2018
072		7	_aKJU _2bicssc
072		7	_aBUS103000 _2bisacsh
080			_a658.5
082	0	4	_a658.514 _223
100	1		_aFlanding, Jens P., _eauthor.
245	1	4	_aThe technology takers : _bleading change in the digital era / _cby Jens P. Flanding, Ph.D., Genevieve M. Grabman, J.D. and Sheila Q. Cox, MBA.
250			_aFirst edition.
264		1	_bEmerald Publishing Limited,
300			_a1 online resource (xvii, 205 pages)
504			_aIncludes bibliographical references and index.
505	0		_aPrelims -- The technology takers of the digital era -- Technology taking as a strategy -- Create value through data analysis and behavior change -- Playbook to digital-era change leadership -- Leading change in the digital era -- Bibliography -- Index.
520			_aUsers of twenty-first century, digital-era technologies are "technology takers," accepting of and adjusting to whatever the market offers them. Similar to small firms that lack the market power to set prices and are economic "price takers," managers today are increasingly unable to customize the digital-era technologies their organizations use. Technology takers have little influence over the capabilities of the technologies they adopt; they cannot expect to improve on or customize for themselves the features of Facebook, Google, the iPhone, the blockchain, cloud-based enterprise resource planning systems, or other game-changing and often disintermediating technologies.The inability to modify available information technologies is a shock to leaders and managers alike. Cloud-based technologies arrive with set processes developed by others, and users must learn new ways of working each time the technologies themselves evolve. But refusing to adopt and adapt to digital-era technologies is, increasingly, not an option. Change in the digital era is constant and behavior-transforming. Managers must respond to these changes, or they will get left behind by those who do. The constancy of change also means that organizations have to do more than launch typical, one-off change management or transformation projects to succeed.To adopt efficiently and adapt effectively to behavior-changing technologies, astute leaders should employ change leadership techniques as a strategy for the digital era. This book offers technology takers a playbook to manage change, create value, and exploit the digital era's strategic opportunities. The book draws on research and recent case studies to explain what it means to be a technology taker. Organizations and their managers are offered change leadership plays, which emphasize the iterative nature of change management in the digital era. The book also describes how technology taking can create value through data stream analytics and be used strategically to respond proactively to the challenges of the digital era.
588	0		_aPrint version record
650		0	_aTechnological innovations _xManagement.
650		0	_aOrganizational change.
650		0	_aCorporate culture.
650		7	_aBusiness & Economics _xOrganizational Development. _2bisacsh
650		7	_aOrganizational theory & behaviour. _2bicssc
700	1		_aGrabman, Genevieve M., _eauthor.
700	1		_aCox, Sheila Q., _eauthor.
776			_z9781787694644
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1108/9781787694637
999			_c29902 _d29902