New Work, Transformational and Virtual Leadership: Lessons from COVID-19 and Other CrisesSpringer Nature, 2021年1月13日 - 208 頁 The increasing globalization, the battle for talents, and global trends are changing the work patterns in organisations around the globe. Enterprises are working across country and cultural borders alongside complex supply and demand networks. Global incidents such as the financial crisis in 2008 and the recent COVID-19 pandemic have forced global organizations to find innovative ways to continue to connect globally and maintain a competitive advantage. Therefore, innovative enterprises have established global and virtual organisations including members of the value chain on supply and demand side. This book outlines these new work and leadership styles, and agile organisations, which are necessary to work virtually and globally. It provides case studies and experiences from different global organizations in different industries and sectors with a focus on value-adding processes and services. |
內容
| 1 | |
2 New Work as an Opportunity for Performance Excellence | 18 |
3 Change Management as the Trigger for New Work | 31 |
4 Culture Change Towards New Work Concepts | 45 |
5 Virtual and Global Networks | 55 |
6 Transformational Leadership in New Work Organizations | 67 |
7 New Office Concepts in the Post COVID19 Times | 78 |
8 Managing New Work Through Emotional Intelligence EI | 91 |
12 Lean Management and New Work Concepts | 121 |
13 New Work and Corporate Social Responsibility CSR | 136 |
14 New Work in Education and Teaching | 143 |
15 New Work in the Automotive Industry | 157 |
16 New Work in Health Sector | 170 |
17 New Work and Its Impact on Public Procurement and Global Supply Chains | 183 |
18 Outlook of New Work 2030 | 193 |
Glossary of New Work and Other Terms | 196 |