The Palgrave Handbook of Managing Continuous Business Transformation

Preface -- The Main Objectives of This Book -- The Structure of the Book -- Part 1: Introduction -- Part 2: Transformational Shifts -- Part 3: Achieving Customer Centricity -- Part 4: Dealing with New Technology -- Part 5: Leading the Change -- Acknowledgments -- Contents -- Notes on the Authors -- About the Wipro Centerfor Business Resilience -- List of Figures -- List of Tables -- Part 1: Introduction -- 1: Continuous Business Transformation: What Is It All About? -- Introduction -- Myriad Attempts of Defining Continuous Business Transformation -- Types of Transformation -- Preparing for the Execution of Transformation -- Adjusting Humans to Continuously Changing Conditions -- Conclusion -- Bibliography -- 2: Industry Life Cycles as an Underlying Source of Continuous Change -- Introduction -- Stylized Facts in the Emergence of New Industries -- General Background -- Two Seminal Papers on the Evolution of Industries Revisited -- Klepper's Terminology: Toward the "Industry Life Cycle" -- Klepper's Industry Definition: A Narrow, Product-Oriented Approach -- Klepper's Temporal Focus: The Emergence of New Industries Rather than Their Decline -- Klepper's Industry Life Cycle: A Set of Stylized Facts on the Emergence of New Industries -- Five Major Shakeout Theories to Explain Shakeouts in an Industry -- Three Theories Explaining Shakeouts Based on Technological Changes -- The Innovative Gamble Theory -- The Dominant Design Theory -- Comparative Advantage Theory -- Two Theories Explaining the Shakeout by Non-­technological Reasons -- Declining Growth of Demand Theory -- Exit Follows Entry Theory -- Exit guaranteed? The Conditioning Effect of Pre-­history on Entry and Survival -- Toward a More Differentiated View of the Origins of New Industries -- New Service Industries Emerge by Establishing New Business Models