Antithetic Leadership: Designers Are Different, Business People Too

dc.accessRightsAnonymous
dc.audiencePraxis
dc.contributor.authorvon Kutzschenbach, Michael
dc.contributor.authorMittemeyer, Peter
dc.contributor.authorWagner, Werner
dc.contributor.editorOswald, Gerhard
dc.contributor.editorKleinemeier, Michael
dc.date.accessioned2016-11-11T08:25:52Z
dc.date.available2016-11-11T08:25:52Z
dc.date.issued2017
dc.description.abstractMany established business models are being revolutionized by huge strides in IT development, the availability of cheap money, and the emergence of new buyer groups. To address these new paradigms, companies need to establish a permanent innovation capability that goes far beyond existing research and development (R&D) and idea management. Innovation capability, often also referred to as (business) innovation, complements a company’s transformation capability, which remains vital. To survive and remain competitive, companies must master both capabilities and the underlying logic in parallel. We use the term antithetic leadership to describe this duality in management behavior. This concept distinguishes between two areas of management logic: business (business transformation and operation) and design (ideation and innovation), each of which has its own theories and entrenched culture. Antithetic leadership is not an additional variant of cooperative leadership, but is rather the deliberate and purposeful practice of contradictory leadership in the same ecosystem at the same time, if necessary, by the same leader. To demonstrate what is happening in this inspiring new area, we will look at a consulting unit of SAP: The Business Transformation Services (BTS) group is facing the challenge of cultivating antithetic leadership, namely finding a way for both management cultures to relate, and enabling a positive exchange of ideas. Until now, the management culture of this group followed purely business logic.
dc.description.urihttp://link.springer.com/chapter/10.1007%2F978-3-319-40967-2_4
dc.identifier.doi10.1007/978-3-319-40967-2_4
dc.identifier.isbn978-3-319-40967-2
dc.identifier.urihttp://hdl.handle.net/11654/23499
dc.language.isoenen_US
dc.publisherSpringer
dc.relation.ispartofShaping the Digital Enterprise. Trends and Use Cases in Digital Innovation and Transformation
dc.spatialSchweiz
dc.subjectCultureen_US
dc.subjectManagement Practiceen_US
dc.subjectInnovation Managementen_US
dc.subject.ddc330 - Wirtschaftde
dc.titleAntithetic Leadership: Designers Are Different, Business People Too
dc.type04 - Beitrag Sammelband oder Konferenzschrift
dspace.entity.typePublication
fhnw.InventedHereYes
fhnw.IsStudentsWorkno
fhnw.PublishedSwitzerlandYes
fhnw.ReviewTypeLectoring (ex ante)
fhnw.affiliation.hochschuleHochschule für Wirtschaftde_CH
fhnw.affiliation.institutInstitut für Wirtschaftsinformatikde_CH
fhnw.pagination93-107
fhnw.publicationStatePublished
relation.isAuthorOfPublicationeb99e39c-5f93-42fe-a5be-1f59ae5188f8
relation.isAuthorOfPublication.latestForDiscoveryeb99e39c-5f93-42fe-a5be-1f59ae5188f8
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