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Abstrak :
Concentrating on the Russian model, this book reflects the leading practical experience of decision making in modern business systems and presents innovative technologies and perspectives to optimize this process.

Abstrak :
Maksud dari penelitian ini adalah untuk mencari determinan yang menentukan kepemimpinan. Penelitian dilakukan di 13 bandara dan kantor pusat pengelola yang terdiri dari 84 unit kerja dalam berbagai tingkat mencakup berbagai macam kegiatan dengan jumlah sampel sebesar 3.048 responden dari populasi 4.150 pegawai. Hasil temuan dalam penelitian kepemimpinan menurunkan 22 hipotesa yang berdampak pada kepemimpinan. Dari 22 variabel independen atau variabel bebas terdapat 16 variabel yang berdampak positif pada kepemimpinan dan berdampak balik serta langsung berakumulasi. Ke 16 variabel itu adalah pembawa perubahan, komunikasi, kepemimpinan dalam pekerjaan, jejaring, pengembang orang lain, pengaruh, kerja kelompok, keragaman, pemakaian bahasa daerah, komitmen, kedisiplinan, keteladanan, kepamrihan kerja, keoptimisan, tindakan saling mengasihi, dan kekonsistenan. Hanya 1 variabel bebas yang berdampak pada kepemimpinan secara positif tapi tidak berdampak berbalik, yaitu dalam penggunaan piranti lunak selain MS Office, sedangkan 5 variabel independen yang lain berdampak negatif pada kepemimpinan dan tidak berdampak balik dan dengan sendirinya tidak akumulatif, yaitu variabel kebahagiaan, ketekunan, keefisienan, kesopansantunan dalam melayani, dan norma yang berlaku.

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The purpose of this research is to look for determinants that effect leadership. The research was conducted in 13 airports and in the head office of its managing organization consisting of 84 different working units on different levels. The sample size is 3.048 respondents from a total of 4.150 employees. The findings are 22 hypotheses explaining leadership significantly: 16 independent variables determine positively and show a mutual impact as well as an accumulative direct influence to and from leadership. Only one variable shows a positive impact on leadership without any impact back. Five variables show a negative and non-accumulative effect towards leadership. Determinants show to have a positive, mutual and accumulative direct impact towards leadership. These determinants are: conduct to change, communication, working with leadership, networking, developing human resources, influence, working in groups, managing differences, using local language, commitment, discipline, non-reward based working, optimism, mutual caring, and consistency. One determinant, leader using software other than MS Office has a positive effect towards leadership. However, leadership has no impact on the use of software other than MS Office towards the leader. The other 5 variables show a negative, non-mutual and non-accumulative impact towards leadership, these variables are: happiness, perseverance, efficiency, serving others with respect, and adherence to norms.

Abstrak :
Maksud dari penelitian ini adalah untuk mencari determinan yang menentukan kepemimpinan. Penelitian dilakukan di 13 bandara dan kantor pusat pengelola yang terdiri dari 84 unit kerja dalam berbagai tingkat mencakup berbagai macam kegiatan dengan jumlah sampel sebesar 3.048 responden dari populasi 4.150 pegawai. Hasil temuan dalam penelitian kepemimpinan menurunkan 22 hipotesa yang berdampak pada kepemimpinan. Dari 22 variabel independen atau variabel bebas terdapat 16 variabel yang berdampak positif pada kepemimpinan dan berdampak balik serta langsung berakumulasi. Ke 16 variabel itu adalah pembawa perubahan, komunikasi, kepemimpinan dalam pekerjaan, jejaring, pengembang orang lain, pengaruh, kerja kelompok, keragaman, pemakaian bahasa daerah, komitmen, kedisiplinan, keteladanan, kepamrihan kerja, keoptimisan, tindakan saling mengasihi, dan kekonsistenan. Hanya 1 variabel bebas yang berdampak pada kepemimpinan secara positif tapi tidak berdampak berbalik, yaitu dalam penggunaan piranti lunak selain MS Office, sedangkan 5 variabel independen yang lain berdampak negatif pada kepemimpinan dan tidak berdampak balik dan dengan sendirinya tidak akumulatif, yaitu variabel kebahagiaan, ketekunan, keefisienan, kesopansantunan dalam melayani, dan norma yang berlaku.

The purpose of this research is to look for determinants that effect leadership. The research was conducted in 13 airports and in the head office of its managing organization consisting of 84 different working units on different levels. The sample size is 3.048 respondents from a total of 4.150 employees. The findings are 22 hypotheses explaining leadership significantly: 16 independent variables determine positively and show a mutual impact as well as an accumulative direct influence to and from leadership. Only one variable shows a positive impact on leadership without any impact back. Five variables show a negative and non-accumulative effect towards leadership. Determinants show to have a positive, mutual and accumulative direct impact towards leadership. These determinants are: conduct to change, communication, working with leadership, networking, developing human resources, influence, working in groups, managing differences, using local language, commitment, discipline, non-reward based working, optimism, mutual caring, and consistency. One determinant, leader using software other than MS Office has a positive effect towards leadership. However, leadership has no impact on the use of software other than MS Office towards the leader. The other 5 variables show a negative, non-mutual and non-accumulative impact towards leadership, these variables are: happiness, perseverance, efficiency, serving others with respect, and adherence to norms.

Abstrak :
Research in organizational change and development (ROCD) brings forth the latest scholarly work and practice in the fields of organization development and organizational change. The objectives are to highlight the latest advances in thought, ideally supported by research and practice. The series is a resource for scholars who are interested in well-integrated reviews of the literature, advances in research methods, and ideas about practice that open new ways of working with organizations to create more successful and sustainable approaches to change.

Abstrak :
Talent Management is one of the fastest growing themes in the management field, yet, there is little knowledge about the nature of TM in practice, and how TM evolves over time. This book offers an integrated framework, based on empirical research that addresses the nature and dynamics of TM in organizations.

Abstrak :
The book provides new theoretical concepts and knowledge to existing leadership theory. Through in-depth international case studies, it develops a new leadership theory of practitioners who promote strategic knowledge creation activities to achieve business innovation and new practical insights.

Abstrak :
The sustainability of agri-food supply chains is particularly relevant for global sustainable development. Many existing food production systems do more harm than good. They compromise the natural rhythms of the Earth, introduce toxins, and therefore sacrifice future capability for current demands the opposite of sustainable development norms. The existing system is also unbalanced with respect to its capacity to produce, the amount of waste it generates, the number of people who suffer from hunger, and the nutritional value it provides. Most of the current supply chains have been developed within the classic economic paradigm, where scale and leverage drive choices towards more profitable models. As a consequence, finding new ways to produce, distribute and consume food is a morale, financial, and environmental necessity. Sustainable development and triple bottom line perspectives provide the logic for questioning this paradigm. This book presents and discusses nine cases of organizational innovation in food supply chain, covering different phases of food production, facing different challenges, and proposing different solutions to the challenge of sustainable food development.

Abstrak :
Coaching serves as a catalyst for supporting clients in their self-exploration and personal growth. In many instances, that growth has the potential to be transformational. Working Deeply is a guide for executive coaches and leadership development professionals to help them foster their clients' efforts in deep transformational learning. To facilitate this process, the authors introduce theories, concepts, and applied techniques for undertaking transformational coaching, and provide coaching cases and examples illustrating the use of these tools. They also introduce readers to a variety of research studies on such topics as mindfulness, mindsets, future selves, and narrative analysis, and discuss the application of this research to the area of transformational coaching. Finally, they explore how coaches can shape their perspectives and approaches to enable positive transformation. What readers will take from Working Deeply something of value that will help them develop their ability to support their coaching clients, and strengthen their practice as coaching professionals.

Abstrak :
In times of globalization, global labor markets and increasingly diverse workforces, Global Leadership, Global Talent Management and integrated management systems belong to the most urgent issues and challenges for the next decade. Hence, it is not a surprise that Global Leadership and effective, integrated Global Talent Management have been identified as key success factors for global organizations. Global organizations see the world as one market for gaining the best global leadership talents. To recruit and retain the best global leaders and leadership talents worldwide, organizations must have effective (global) talent management procedures that are mutually supportive, internally consistent and correlate positively with economic success. This book illustrates integrated practices and success factors of effective Global Leadership Talent Management procedures and shows how to balance the opposing forces of global harmonization and local responsiveness. It describes how global organizations can develop an integrative conceptual framework for the (global) talent management process that sees this as an ongoing acquisition process. Acquisition connotes partnership between talent and company. Like customers, the company proactively identifies candidates for global leadership positions worldwide, attracts them and tries to hire them and win their loyalty. The onus is not solely on the applicant to impress the company. The employer also has to appear attractive to potentially interested parties and maintain that state throughout the employment experience. Globally integrated, high-quality Global Leadership Talent Management creates a long term win-win situation by gaining, retaining and providing service to global candidates and talents and by supporting the sustainable success of global organizations.

Abstrak :
Fakultas X Universitas Y menetapkan “Menjadi Kiblat Riset Asia" sebagai visinya mulai periode administrasi 2008. Pimpinan Fakultas telah memulai intcrvensi untuk meningkatkan produktivitas kegiatan penelitian, namun belum semua kelompok penelitian yang berhasil terbentuk menunjukkan produktivitas yang diharapkan. Fakultas X perlu menemukan cara untuk memicu kegiatan penelitian untuk mencapai vismya. Menggunakan model system-learning link Marquardt gejala-gejala dalam Fakultas diklasifikasikan ke dalam lima subsistem (Pcmbclajaran, Organisasi, Manusia, Pengetahuan, dan Teknologi). Intervensi yang dimulai dari masalah koordinasi komunikasi informasi dan pengetahuan penelitian (subsistem organisasi) yang berbasis tcknologi informasi (subsistern teknoiogi) diharapkan dapat mengatasi masalah kompetensi dan motivasi (subsistem pengetahuan) pada Pengajar dan Mahasiswa (subsistem manusia). Sebuah skema jalur komunikasi direkomcndasikan. Sebuah intervensi knowledge sharing mengkombinasikan model Organizational Knowledge Creation Nonaka dan Knowledge Strategy lssue Sveiby diimplementasikan menggunakan skcma jalur komunikasi tersebut. Model Basic Organizational Behavior Robbins dan Judge digunakan unmk mclihai dampak intervensi pada tingkat organisaéi, kelompok, dan individu. ......Faculty X of Universitas Y had established “The Research lala of Asia” to be its vision effective since its 2008 administration. The Faculty Dean had lauched an intervention program to push up research productivity, but not all the research groups founded have shown expected performances. Faculty X needs to find ways to trigger research productivity to reach its vision. Using Marquardt’s system-link learning model, Faculty’s problematic symptoms are classified into tive-subsystem slots (Learing, Organization, People, Knowledge, and Technolgy). an IT-based communication management and knowledge sharing intervention are expected to fix academic staff and students‘ issue of competence and motivation. A new commtmication scheme is recommended. A knowledge sharing intervcnsion based on Nonaka and Takeuchi’s Spiral of Organizational Knowledge-Creation and Sveiby’s Knowledge Strategy Issue is designed and to be implemented within that communication scheme. Robbins and Judge’s Basic Organizational Behavior model is utilized to overview the impact the intervention had on organization, group, and individual level.