The goals of this bookThis book is compiled and written for anyone who is interested in applying powerful models and theories to help individuals and organizations become better: more sustainable, innovative, strategic, diverse, internally and externally engaged, leading, communicative and, last but not least, profitable.In the following pages, we bring together an overview of both classical and newer business management models. This alone is already available in several books and on websites that present their selections of ''greatest hits''. What we aim to offer is more than a typical collection of management models in the following ways.We have chosen 100 models that have strengths in how they conceptually explain or predict how organizations function, and/or are popularly used for guiding organizations towards implementing some form of change. Further, we have tried to connect and present these models in an integrated framework or logical whole, according to eight common areas or themes of business management, which also provides a perspective that can be applied to any model.For each of the 100 models selected, we provide the reader with an overview, identifying its essence and results, but also supplying insights into its uses and implementation and comments on its place in social science. In addition, per business area we present a reflection on seleceted models to help users consider the implications of how our world perspective affects how and when models are used, and thereby may help challenge us to consider this critically before, during and after implementation of the models we choose to use.

Throughout the book, we have set a variety of the 100 selected models in contrast with comparable or even conflicting models, thereby putting many more than 100 models in perspective for the reader - hence the title of the book: 100+ models.Strengthening the bridge between theory and practice through applied scienceThe management theories and models we have selected for this book are designed to solve real management issues and have stood the test of rigorous academic peer review, preferably internationally. They are now presented in a more easily digestible and practical form with the objective of strengthening the connection between academia and practice.For these reasons, the book is structured in a way that we hope will allow readers to approach the materials in two different ways, depending on their needs. Readers might dip in and out of the book, only referring to specifically relevant sections by way of an introduction or refresher. Or they may go through the book sequentially to better understand how models are influenced by the predominant world perspectives or paradigms in which they are applied, in order to consider a new perspective for looking at business issues and how to solve organizational challenges.As such, the book is organized around a new, integrated framework of excellence, which sequentially focuses on eight different areas, or elements of business that all need to be developed for a company to grow and develop in the long term. Within the context of a globally changing world that is under serious pressure of environmental degradation, the framework provides a structure for approaching and integrating various elements of business and attempts to highlight how we might build and grow organizations in a broad sense.

In each of the first eight chapters, we provide a selection of conceptual models that may be relevant for the improvement of that business area, though often also for other areas. For each section, we provide an introduction to the models we have selected, which are then presented in chronological order. This has been done for ease of quick reference and to allow readers to see how relevant models may have emerged over the years. Models do not only develop over time, however, but more importantly, in relation with other models and theories and along different lines of thought. The illustrated tree at the end of each section''s introduction clusters the selected models by a common approach or focus and thereby provides another means to conceptualize the way in which the chosen models have developed. In the second part of each section, we provide a reflection piece, which addresses selected models relevant to the section in order to illustrate or highlight how the approach of understanding dilemmas can impact the application of a model.Finally, in the ninth section of the book, we provide the reader with an introduction to common and powerful process of implementation models used in business.For each of the 100 models highlighted in this book, we provide an overview that is consistently classified and presented as follows:A tailor-made illustration that expresses the essence of the model, as an adaptation or interpretation of the original academic source.

A problem statement, explaining what the model is designed to do.The essence of the model, describing what the model is about.General and specific guidelines on how to use the model.Identification of the typical results.Comments on the limitations of the model.Literature, listing three valuable academic references for the model.This structure efficiently allows the reader, whether student, trainee, seasoned manager or teacher, to get a basic feel for the potential of the model.Improving problem-solving through reconciling dilemmasModern society increasingly sets paradoxical challenges: think globally and act locally, make a profit while being sustainable, maintain a convincing grand strategy and yet be responsive and agile, nurture innovation while maintaining tradition, encourage diversity as well as a coherent culture.

To some, these pairs of goals may seem to present irreconcilable differences. To us, they are reconcilable dilemmas. As Jack Welch put it in his book Winning (2005): ''The granddaddy of them all is the short-long paradox, as in the question I often get: "How can I manage quarterly results and still do what''s right for my business five years out?" My answer is: "Welcome to the job!" ''Our book contains models that help in pursuing a variety of goals. These goals might be in conflict with competing goals, or with other parts of the context. The challenge is to avoid a zero-sum game, where one entity wins and one loses; to reconcile dilemmas through a creative and intellectual dialogue, creating a win-win situation.We put the selected models in perspective by offering an overarching sequential model that connects as well as contrasts the eight dominant themes in management theory we have identified. In a reflective section at the end of each part, we discuss, in depth, what the key dilemmas are for each of the eight themes. And finally, we use the ''comments'' section in the presentation of each model to pinpoint the inherent limitations.

This should help the reader to better reconcile the power of the model with competing challenges.Evolution of management theories and modelsTheories are developed to understand the world. Models are the testable summaries of theories, functioning in social science as instruments to improve organizations. As explained in the Preface, the rationale of this book is to bring together a series of management models in a practical form that embraces the best of theory and practice. In clarifying the aims and structure of this book, it is helpful to understand how the field of business management and the study of associated models originated.Anyone reviewing the historical sweep of business thinking over the last 150 years will have noticed abrupt and key changes of trends, or ''fashions''. We need to examine the most important fashions that influenced business scholarship in the order of their occurrence and consider why they occurred when they did and why subsequent changes became necessary. To some extent, all of these fashions or phases have left their mark on global business, and all are, to some degree, still with us today.

The majority of well-known business models are American (since most business scholarship originated there), but American business practice is not necessarily the best. For better or for worse, however, it is the most influential.1. The genius of the Great Entrepreneurs (most prominent 1850-1940)The earliest studied version of ''business excellence'' celebrated the feats of the ''great entrepreneurs'', men like John Davidson Rockefeller, Andrew Carnegie, Henry Ford, J.P. Morgan, Sebastian Kresge, Meyer Guggenheim and Alfred Sloan. These American economic giants were famed for their innovative genius. Most of the writing on them either promoted them to management sainthood through extravagant praise, or portrayed them as ''robber barons'' who were criticized for attempting to create monopolies.

However they were regarded, what made them successful seemed almost wholly mysterious and it was hard to explain their brilliant business accomplishments. Although most business schools did not yet exist during their time, the very first business school that later emerged tended to focus on the particular successes of these men, and we have been trying to learn from their successes ever since. Collectively, these are often described as ''Great Man'' theories (note, there is no mention yet of ''great women''), citing men from history such as Gandhi and Napoleon, and even going as far back as Caesar.2. Measuring results through ''scientific management'' (most prominent 1900-1930, yet still with us)At the turn of the nineteenth century, the great entrepreneurs who had mobilized millions in resources were beginning to pass away. This created a crisis of legitimacy as people began to ask: why should the sidekicks of great men manage so much money and inherit so much power? These heirs had simply done as they were told and were not founders but placemen. These and other large businesses were also being heavily criticized because many had formed themselves into trusts and were fi.