100 Books Like Open Business Models

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.” 

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.” 

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.” 

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.” 

Since 2008, I have conducted research on themes related to International Political Economy. I am currently the co-chair of the research committee on this topic at the International Political Science Association (IPSA) and am passionate about making sense of the interplay between material and symbolic factors that shape capitalism and globalisation. Being based in Brazil, I was stuck when the country—which did not have salient identity cleavages in politics—came to be, after 2008, a hotspot of religious-based right-wing populism associated with the defence of trade liberalisation as globalisation started to face meaningful backlash from White-majority constituencies who are relatively losers of the post-Cold War order in the advanced industrialised democracies.

I have spent most of my adult life using entrepreneurial business practices and principles to redesign and transform nonprofits. From my very first nonprofit organizational acceleration, I was hooked. The wealth one receives from helping other people is so much richer and more satisfying than money–altruism is truly life's greatest pleasure. You know the movie The Sixth Sense where the little kid sees dead people everywhere? I am the same way, except everywhere I look, I see uncaptured opportunities for social impact. I live and breathe social impact strategy, governance, financing, evaluation, and change management. Because by fixing problems in those areas, organizations are able to do more to make the world a better place.  

An accident of professional life led us, Jean-Paul Vanbremeersch and Andrée Ehresmann, to meet in 1979. Jean-Paul was then a young physician who was also interested in problems of emergence and complexity. Andrée was a mathematician working in Analysis and, more recently, in Category Theory with Charles Ehresmann (her late husband). With Charles, she shared the idea that: “a category theory approach could open a wealth of possibilities to the understanding of complex processes of any kind.”This idea appealed to Jean-Paul who suggested that we both try applying it to problems of emergence, complexity, and cognition. It led to our 40 years old development of MES. 

I've been teaching and writing in the field of the history of technology for over six decades, and it's not too much to say that the field and my professional career grew up together. The Society for the History of Technology began in 1958, and its journal, Technology and Culture, first appeared the following year. I've watched, and helped encourage, a broadening of the subject from a rather internal concentration on machines and engineering to a widening interest in technology as a social activity with cultural and political, as well as economic, outcomes. In my classes I always assigned not only original documents and scholarly monographs but also memoirs, literature, and films.

In my various professional roles, I help people prepare for a world that does not yet exist. I often talk with students, scholars, politicians, industry leaders, community advocates, and others about how emerging, digital technology changes the world. And yet, technology doesn’t come from nowhere—we make it! And use it! And misuse it! We also sometimes forget that something as simple as fire can be understood as technology or that our imaginations and care for others are the most important technology. The books on this list encourage us to explore building a world that serves all of us—not just some of us. 

I’ve researched children’s digital lives since the internet first arrived in many people’s homes. Recently, I noticed parents’ concerns weren’t listened to – mostly, researchers interview parents to find out about their children rather than about parents themselves. Worse, policymakers often make decisions that affect parents without consulting them. So, in Parenting for a Digital Future we focused on parents, following my previous books on Children and the Internet and The Class: Living and Learning in the Digital Age. As a professor at the London School of Economics and Political Science, I love that moment of knocking on a family’s door, and am always curious to see what I will find!