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9780132244794

We Are Smarter Than Me

by ; ;
  • ISBN13:

    9780132244794

  • ISBN10:

    0132244799

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2008-01-01
  • Publisher: Wharton School Publishing

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Supplemental Materials

What is included with this book?

Summary

Learn which business functions can best be accomplished or supported by communities, how to provide effective moderation, how to balance structure with independence, and more, with this book that details how emerging social networks have rewritten the rules of business.

Table of Contents

Foreword-Social Networking Worksp. vii
Authors' Note-How We Got Herep. xi
Look What We Can Dop. 1
Go from R&D to R&WEp. 19
How May We Help We?p. 43
Customer, Sell Thyselfp. 61
If We Build It, We Will Comep. 81
Welcome to the World Bank of Wep. 101
Make Everyone a C-We-Op. 117
Lead from the Rearp. 125
Afterword-Join the Crowdp. 143
Company Indexp. 149
Name Indexp. 151
Subject Indexp. 153
Acknowledgmentsp. 158
Table of Contents provided by Ingram. All Rights Reserved.

Supplemental Materials

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

Excerpts

= 0) {slash = '\\';} else {slash = '/';}openLoc = figLoc.substring(0, figLoc.lastIndexOf(slash) + 1);while (pPage.substring(0,3) == '../') {openLoc = openLoc.substring(0, openLoc.lastIndexOf(slash, openLoc.length - 2)+ 1);pPage = pPage.substring(3, pPage.length + 1);}popUpWin =window.open('','popWin','resizable=1,scrollbars=1,location=0,toolbar=0,width=525,height=394');figDoc = popUpWin.document;zhtm= ' ' + pPage + ' ';zhtm += ' ';zhtm += ' ';zhtm += ' ';zhtm += '' + pPage.substring(pPage.lastIndexOf('/') + 1, pPage.length) + '';zhtm += ' ';figDoc.write(zhtm);figDoc.close();}// modified 3.1.99 RWE v4.1 --> Foreword--Social Networking Works by Don Tapscott Foreword--Social Networking Works by Don TapscottMany people emphasize thesocialaspect of social networking. MySpace is growing at 2 million new registrants per week and with over 200 million members, is well on its way to half a billion. Most college students in the United States are on Facebook. There is a new blog created every second of every day. Over a million avatars live in a virtual community called Second Life.But the smartest leaders see that the profitable word to emphasize when it comes to social networking isworking. Deep down, nothing less than a new mode of production is in the making.After all, if you can make an encyclopedia (Wikipedia) via social networking and mass collaboration, what else could you do? How about an operating system (Linux) or applications software (Sugar CRM is one of 125,000 open source applications projects underway)? How about a mutual fund (marketocracy.com), a peer-to-peer lending system (zopa.com), or designer T-shirts (threadless.com)? How about producing a television ad for the Super Bowl? Viewers of this year's Super Bowl XLI watched a Doritos advertisement that was created and chosen by its customers on the Internet. Perhaps a complex physical good like a motorcycle? The Chinese motorcycle industry--now the largest in the world--is a sprawling network of parts makers with no single company like Harley Davidson pulling the strings. Or take one of the world's the most complicated products--a new generation jumbo jet. Rather than painstakingly designing its supply chain, Boeing coinnovated the 787 Dreamliner with thousands of partners around the world in a mind-boggling peer-oriented ecosystem.In this new world of collaboration, peers often come together to create value, often outside the walls of traditional companies. Consumer goods giant Procter & Gamble is a perfect example. Until recently, P&G was notoriously secretive, and it was failing, punctuated by a stock collapse in 2000. New CEO A. G. Lafley led the company on an ambitious campaign to restore P&

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