According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

The Social Psychology of Organizations.

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

Since Aristotle’s claim that knowledge is derived from the understanding of the whole and not that of the single parts (Aristotle’s Holism), researchers have been struggling with systems and parts in terms of their contents and their relative dynamics. This historic effort evolved during the last century into so-called “systems theory” (Bogdanov, 1922, 1980; von Bertalanffy, 1968, Lazlo, 1996; Meadows, 2008). Systems theory is an interdisciplinary theory about every system in nature, in society and in many scientific domains as well as a framework with which we can investigate phenomena from a holistic approach (Capra, 1997). Systems thinking comes from the shift in attention from the part to the whole (Checkland, 1997; Weinberg, 2001; Jackson, 2003), considering the observed reality as an integrated and interacting unicuum of phenomena where the individual properties of the single parts become indistinct. In contrast, the relationships between the parts themselves and the events they produce through their interaction become much more important, with the result that “system elements are rationally connected” (Luhmann, 1990) towards a shared purpose (Golinelli, 2009).

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2003159_code1323726.pdf?abstractid=2003159&mirid=1

A Brief Review of Systems Theories and Their Managerial Applications

The objective of this paper is to review recent developments in service theory and systems theory with a view to identifying common features between the two. In particular, the study explores the issue of whether so-called ‘smart service systems’ can be understood in terms of the ‘viable systems approach’ of systems theory. The paper begins with a review of recent developments in service theory by examining the fundamental principles of service-dominant logic (S-D logic) and service science (SS). The similarities and differences of the two are explored, with particular emphasis on the common feature of the service system. The study then moves to the realm of systems theory by exploring the main proposals of the viable systems approach (VSA), which is an interdisciplinary systems theory that includes elements derived from resource-based theory, biology, sociology, and mechanics. The paper then draws together service theory and systems theory by examining whether ‘smart service systems’ can be best understood in terms of ‘viable service systems’. The most important finding of the study is that the VSA provides valuable insights into the design and management of smart service systems, especially with regard to harmonisation, systems governance, and successful value co-creation processes.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2003130_code1323726.pdf?abstractid=2003130&mirid=1&type=2

Smart Service Systems and Viable Service Systems: Applying Systems Theory to Service Science

This article discusses how the core concepts of service-dominant logic — service-for-service exchange, value co-creation, value propositions, resource integration, and highly collaborative relationships — point to a generic actor conceptualization in which all actors engaged in exchange (e.g., firms, customers, etc.) are viewed as service providing, value-creating enterprises. In other words, all social and economic actors are essentially doing the same thing: creating value for themselves and others through reciprocal resource integration and service provision. The authors suggest that this generic actor-to-actor (A2A) orientation, in turn, points toward the dynamic and systemic nature of social and economic exchange. To account for the complexity, indeterminacy, and viability of these dynamic systems, they highlight the importance of general systems theory, complexity theory, and the viable systems approach and propose that cross-disciplinary scholarly efforts are necessary in order to develop models and frameworks that can simplify the complexity of social and economic exchange in meaningful ways and ultimately inform practice and public policy.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2149662_code1323726.pdf?abstractid=2149662&mirid=1

Toward a Service (Eco)Systems Perspective on Value Creation

The objective of this paper is to review recent developments in service theory and systems theory with a view to identifying common features between the two. In particular, the study explores the issue of whether so-called 'smart service systems' can be understood in terms of the 'viable systems approach' of systems theory. The paper begins with a review of recent developments in service theory by examining the fundamental principles of service-dominant logic S-D logic and service science SS. The similarities and differences of the two are explored, with particular emphasis on the common feature of the service system. The study then moves to the realm of systems theory by exploring the main proposals of the viable systems approach VSA, which is an interdisciplinary systems theory that includes elements derived from resource-based theory, biology, sociology, and mechanics. The paper then draws together service theory and systems theory by examining whether 'smart service systems' can be best understood in terms of 'viable service systems.' The most important finding of the study is that the VSA provides valuable insights into the design and management of smart service systems, especially with regard to harmonisation, systems governance, and successful value co-creation processes.

[Service Science, ISSN 2164-3962 print, ISSN 2164-3970 online, was published by Services Science Global SSG from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

[Modified excerpt] Systems theory is an interdisciplinary theory about every system in nature, in society and in many scientific domains as well as a framework with which we can investigate phenomena from a holistic approach. Systems thinking comes from the shift in attention from the part to the whole, considering the observed reality as an integrated and interacting unicuum of phenomena where the individual properties of the single parts become indistinct. In contrast, the relationships between the parts themselves and the events they produce through their interaction become much more important, with the result that system elements are rationally connected towards a shared purpose. The systemic perspective argues that we are not able to fully comprehend a phenomenon simply by breaking it up into elementary parts and then reforming it; we instead need to apply a global vision to underline its functioning. Although we can start from the analysis of the elementary components of a phenomenon, in order to fully comprehend the phenomenon in its entirety we have to observe it also from a higher level: a holistic perspective.

[Service Science, ISSN 2164-3962 print, ISSN 2164-3970 online, was published by Services Science Global SSG from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

https://pubsonline.informs.org/doi/pdf/10.1287/serv.2.1_2.126

Francesco Polese

Papers

A Brief Review of Systems Theories and Their Managerial Applications

Smart Service Systems and Viable Service Systems: Applying Systems Theory to Service Science

Toward a Service (Eco)Systems Perspective on Value Creation

Smart Service Systems and Viable Service Systems: Applying Systems Theory to Service Science

A Brief Review of Systems Theories and Their Managerial Applications