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X-teams : how to build teams that lead, innovate, and succeed / Deborah Ancona and Henrik Bresman.

By: Contributor(s): Material type: TextTextPublication details: Boston, Mass. : Harvard Business School Press, (c)2007.Description: 1 online resource (xxix, 229 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781422148068
Subject(s): Genre/Form: LOC classification:
  • HD66 .X743 2007
Online resources: Available additional physical forms:
Contents:
New kinds of organizations and new kinds of teams -- External activity -- Extreme execution -- Flexible phases -- X-factors -- Tools for X-teams: from theory to action -- Crafting an infrastructure for innovation: the X-team program -- X-teams: distributed leadership in action.
Subject: Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what's needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren't, but that they actually improve an organization's abi.
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE Non-fiction HD66 (Browse shelf(Opens below)) Link to resource Available ocn820755116

"Advance reader's copy"--Cover.

Includes bibliographical references.

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what's needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren't, but that they actually improve an organization's abi.

The road to hell -- New kinds of organizations and new kinds of teams -- External activity -- Extreme execution -- Flexible phases -- X-factors -- Tools for X-teams: from theory to action -- Crafting an infrastructure for innovation: the X-team program -- X-teams: distributed leadership in action.

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