Bücher von Yong Nie

Ce livre apporte une contribution en répondant aux préoccupations selon lesquelles de nombreuses entreprises sont trop gérées et pas assez dirigées. Les systèmes de gestion traditionnels, tels que les règles de gestion, le PDCA, l'évaluation des performances et les systèmes d'incitation, restent indispensables mais ne suffisent pas à amener les employés à travailler à un niveau élevé. Cette étude suggère que la co-création d'une vision avec les employés est impérative pour les dirigeants dans les entreprises d'aujourd'hui, dominées par les services. Dans le processus de co-création, six états de travail pertinents des employés sont définis : le non-engagement, l'attente, la satisfaction, l'engagement, la loyauté et la créativité. Le processus de co-création donne vie à la nouvelle vision afin qu'elle puisse être imaginée, vécue, poursuivie et travaillée avec acharnement.

Questo libro offre un contributo affrontando la preoccupazione che molte aziende siano gestite in modo eccessivo e sotto-guidate. I sistemi di gestione tradizionali, come le regole di gestione, il PDCA, le valutazioni delle prestazioni e i sistemi di incentivazione, sono ancora indispensabili, ma non sono sufficienti per portare i dipendenti a lavorare in uno stato di alto livello. Questo studio suggerisce che la co-creazione della visione con i dipendenti è un imperativo per i leader nelle aziende odierne dominate dai servizi. Nel processo di co-creazione, vengono definiti sei stati lavorativi rilevanti dei dipendenti: non impegno, aspettative, soddisfazione, impegno, fedeltà e creatività. Il processo di co-creazione rende viva la nuova visione in modo che possa essere immaginata, vissuta, perseguita e lavorata duramente.

Este libro aporta una contribución al abordar la preocupación de que muchas empresas están sobredirigidas y subdirigidas. Los sistemas de gestión tradicionales, como las normas de gestión, el PDCA, las evaluaciones del rendimiento y los sistemas de incentivos, siguen siendo indispensables, pero no bastan para llevar a los empleados a trabajar en un estado de alto nivel. Este estudio sugiere que la cocreación de la visión con los empleados es imperativa para los líderes de las empresas actuales, dominadas por los servicios. En el proceso de cocreación se definen seis estados laborales relevantes de los empleados: no compromiso, expectativas, satisfacción, compromiso, lealtad y creatividad. El proceso de cocreación hace que la nueva visión cobre vida para que pueda ser imaginada, experimentada, perseguida y trabajada con ahínco.

Dieses Buch leistet einen Beitrag, indem es die Befürchtung aufgreift, dass viele Unternehmen zu viel gemanagt und zu wenig geführt werden. Traditionelle Managementsysteme wie Managementregeln, PDCA, Leistungsbeurteilungen und Anreizsysteme sind zwar nach wie vor unverzichtbar, reichen aber nicht aus, um die Mitarbeiter dazu zu bringen, auf hohem Niveau zu arbeiten. Diese Studie legt nahe, dass die gemeinsame Erarbeitung von Visionen mit den Mitarbeitern für Führungskräfte in den heutigen dienstleistungsdominierten Unternehmen unerlässlich ist. Im Co-Creation-Prozess werden sechs relevante Arbeitszustände der Mitarbeiter definiert: Nicht-Engagement, Erwartung, Zufriedenheit, Engagement, Loyalität und Kreativität. Der Co-Creation-Prozess erweckt die neue Vision zum Leben, so dass sie erdacht, erlebt, angestrebt und hart erarbeitet werden kann.

Este livro dá o seu contributo ao abordar as preocupações de que muitas empresas são geridas em excesso e mal dirigidas. Os sistemas de gestão tradicionais, tais como as regras de gestão, o PDCA, as avaliações de desempenho e os sistemas de incentivos, continuam a ser indispensáveis, mas não são suficientes para levar os trabalhadores a trabalhar num estado de alta qualidade. Este estudo sugere que a co-criação de uma visão com os trabalhadores é imperativa para os líderes das empresas actuais que dominam os serviços. No processo de co-criação, são definidos seis estados de trabalho relevantes para os trabalhadores: não-envolvimento, expetativa, satisfação, envolvimento, lealdade e criatividade. O processo de co-criação dá vida à nova visão, de modo a que possa ser imaginada, experimentada, perseguida e trabalhada com afinco.

This book makes a contribution by addressing concerns that many companies are over-managed and under-led. Traditional management systems, such as management rules, PDCA, performance appraisals and incentive systems, are still indispensable but are not enough to lead employees to work in the high-tier state. This study suggests that vision co-creation with employees is imperative for leaders in today¿s service-dominant business. In the co-creation process, six relevant working states of employees are defined: non-engagement, expectation, satisfaction, engagement, loyalty and creativity. The co-creation process makes the new vision come alive so that it can be imagined, experienced, pursued and worked hard for.

Doctoral Thesis / Dissertation from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: A, Japan Advanced Institute of Science and Technology, language: English, abstract: Customers are increasingly becoming active participants and co-creators of value in the mobile Internet era. With this trend, employees are encouraged to engage in active dialogue with customers, effectively manage customer diversity and co-create personalized experiences. Such changes challenge the leadership. The relevant literature reveals that the significance to leadership of shared vision has attracted attention and become widely acceptable. However, there is a large gap in the literature regarding how to model the building of shared vision in service business. Our study represents a first attempt to shed light on how vision co- creation between leaders and employees can affect the leadership in corporate transformation. Based on comparisons of the leadership literature regarding product-oriented and service-oriented companies, we hypothesised about vision co-creation with employees. Then, we conducted an in-depth case study in a leading software company in China and interviews in four multinational IT companies in Japan. This study suggests that vision co-creation with employees is imperative for leaders in today¿s service-dominant business. In the co-creation process, six relevant working states of employees are defined: non-engagement, expectation, satisfaction, engagement, loyalty and creativity. As a firm creates a new vision, or makes the existing corporate vision into a shared vision, it goes through these phases. We propose specific implications of the issues and focus on each phase to address the concerns. This research makes a contribution by addressing concerns that many companies are over-managed and under-led. Traditional management systems, such as management rules, PDCA, performance appraisals and incentive systems, are still indispensable but are not enough to lead employees to work in the high-tier state. The co-creation process makes the new vision come alive so that it can be imagined, experienced, pursued and worked hard for. In the final chapter, we provide suggestions for future research. The position-centred, one-person leadership described in the previous literature leaves the substantial talents of employees largely untapped.