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Extreme Teaming: Lessons in Cross-sector Leadership

Extreme Teaming: Lessons in Cross-sector Leadership The opening Forward by Henry Chesbrough of UC Berkeley’s Haas School of Business establishes the book’s contribution to theory and scholarship by placing it within the framework of Open Innovation, which is a stream of innovation studies that focuses on groups of people working across organizational boundaries to come up with new products and services, and by emphasizing the paucity of research on contexts that are inherently multidisciplinary and, thus, require people to work interdependently across disciplines or locations. Each book chapter begins with an overview of the literature on the chapter topic, followed by a discussion of gaps in the literature when it comes to extreme teaming and the authors’ conceptual and empirical evidence to fill those gaps. Each chapter also concludes with a summary of the chapter’s main points, providing the reader with the chapter’s highlights in an easy-to-read format. The book’s combination of theoretical and practical insights makes it valuable to both scholars and practitioners. Evaluation Extreme Teaming: Lessons in Complex, Cross-Sector Leadership is not just another book about teams. The book builds upon the authors’ previous work on extreme teaming and takes it to the next level by offering a research-based model of leadership for http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

Extreme Teaming: Lessons in Cross-sector Leadership

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2046-9012
DOI
10.1108/EJTD-10-2017-0089
Publisher site
See Article on Publisher Site

Abstract

The opening Forward by Henry Chesbrough of UC Berkeley’s Haas School of Business establishes the book’s contribution to theory and scholarship by placing it within the framework of Open Innovation, which is a stream of innovation studies that focuses on groups of people working across organizational boundaries to come up with new products and services, and by emphasizing the paucity of research on contexts that are inherently multidisciplinary and, thus, require people to work interdependently across disciplines or locations. Each book chapter begins with an overview of the literature on the chapter topic, followed by a discussion of gaps in the literature when it comes to extreme teaming and the authors’ conceptual and empirical evidence to fill those gaps. Each chapter also concludes with a summary of the chapter’s main points, providing the reader with the chapter’s highlights in an easy-to-read format. The book’s combination of theoretical and practical insights makes it valuable to both scholars and practitioners. Evaluation Extreme Teaming: Lessons in Complex, Cross-Sector Leadership is not just another book about teams. The book builds upon the authors’ previous work on extreme teaming and takes it to the next level by offering a research-based model of leadership for

Journal

European Journal of Training and Development – Emerald Publishing

Published: Nov 6, 2017

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