机读格式显示(MARC)

• 000 03797cam a2200445 i 4500

• 001 0000526862

• 003 SCNU

• 005 20150105090700.0

• 008 130912s2014 caua b 001 0 eng

• 010 __ |a 2013036469

• 020 __ |a 9781609947477 (pbk.)

• 040 __ |a DLC |b eng |c DLC |e rda |d DLC

• 042 __ |a pcc

• 050 00 |a HD57.7 |b .B3473 2014

• 082 00 |a 658.4/092 |2 23

• 084 __ |a BUS071000 |a BUS041000 |a BUS085000 |2 bisacsh

• 093 __ |a F272.91 |2 5

• 100 1_ |a Baker, Mila N.

• 245 10 |a Peer-to-peer leadership : |b why the network is the leader / |c Mila N. Baker.

• 250 __ |a First Edition.

• 264 _1 |a San Francisco, CA : |b Berrett-Koehler Publishers, Inc. |c [2014]

• 300 __ |a xxiii, 170 pages : |b illustrations ; |c 24 cm.

• 336 __ |a text |2 rdacontent

• 337 __ |a unmediated |2 rdamedia

• 338 __ |a volume |2 rdacarrier

• 504 __ |a Includes bibliographical references and index.

• 505 8_ |a Machine generated contents note: Introduction -- Part One What is P2P? -- Chapter 1 Dynamic Decision-making -- Chapter 2 Interactive Nodes -- Chapter 3 Applying P2P within organizations -- Part Two P2 Environments: A New Organization Dimension -- Chapter 4 Motivate the Behemoth -- Chapter 5 Internal Audit -- Chapter 6 The Nature and Nurture of P2P -- Chapter 7 Changing the Organizational Architecture -- Part Three Pp At Work (Deploying Pp) -- Chapter 8 Case Studies -- Chapter 9 Role of Leadership and Organization Development in P2P -- Chapter 10 Profiles in Courage -- Conclusion.

• 520 __ |a "Why is it that the trust in leadership and the success of leaders seems to erode as we develop and refine more sophisticated models for leading, such as emotional intelligence, transformational leadership, adaptive leadership, etc.? Mila Baker believes that most of today's leadership theories are old wines in new skins, and still rely on the leader-follower hierarchy. Yet the idea of hierarchy is breaking down everywhere in society, from politics, to religion, to social relationships--and most particularly in computers and networking. Why should leadership be any different? Baker's inspiration is the peer-to-peer model of computing, which is also mirrored in social networking and crowdsource technologies. Baker shows that a network with "equipotent" nodes of power--think peer leaders--are infinitely more powerful than "client-server" (i.e. leader-follower) networks. Yet the typical organizational design still harkens back to the days of punch-card computers. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency and accountability. Baker still advocates the need for top level executives and senior leaders, but advises them to give up traditional notions of power and become focused on the health of the network rather than achieving personal leadership goals. Companies such as Gore and Herman Miller practice these principles and have achieved long-term success--Baker provides a structure to this approach that any organization can adapt"-- |c Provided by publisher.

• 520 __ |a "From a top scholar and corporate executive comes a new vision for leadership; the days of top down management are numbered, but the potential for peer-to-peer leadership is limitless"-- |c Provided by publisher.

• 650 _0 |a Leadership.

• 650 _0 |a Organizational change.

• 650 _0 |a Organizational behavior.

• 650 _0 |a Peer-to-peer architecture (Computer networks) |x Social aspects.

• 650 _0 |a Business networks.

• 650 _0 |a System theory.

• 650 _7 |a BUSINESS & ECONOMICS / Leadership. |2 bisacsh

• 650 _7 |a BUSINESS & ECONOMICS / Management. |2 bisacsh

• 650 _7 |a BUSINESS & ECONOMICS / Organizational Behavior. |2 bisacsh

• 920 __ |a 242430 |z 2

• 950 __ |a SCNU |f F272.91/B168