This document provides a literature review on organizational agility. It defines agility as the ability to respond proactively to unexpected changes by flexibly assembling resources. The review finds that increased agility allows firms to better adapt to a volatile environment. While efficiency was previously valued, agility is now key to competitive advantage. Firms must develop dynamic capabilities like coordination, cooperation, and knowledge sharing. Strategic commitment to continuous change, flexible processes, strong partnerships, and developing people are important aspects of achieving agility. Overall, the literature shows that agile firms have better performance and are more likely to survive.
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
Due September 16thJobs and LaborPlease answer the followingAlyciaGold776
Due: September 16th
Jobs and Labor
Please answer the following questions:
Part One:
For many individuals, the nature of work and jobs is changing. Describe some reasons for the changes and how they are affecting HR management and organizations.
Part Two:
Managing Employee Turnover
Think about any HR experience you may have. Then, in your own words, write one or two paragraphs answering the following question: If you became a new manager at a restaurant with high employee turnover, what actions would you take to increase employee retention?
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in ...
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
12JOURNAL OF MANAGEMENT AND CHANGENo 3435 20152016EttaBenton28
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
This document provides an overview of change management and discusses several key aspects related to managing organizational change. It defines change management and discusses common change management models and theories. It also addresses the drivers of change within organizations, important factors for successful change implementation, and leadership strategies and styles that can influence change. The document emphasizes that change management is an ongoing process rather than a single task, and effective change management is critical for organizations to adapt to today's constantly changing business environment.
1) The document discusses the role of the corporate center in assisting business units within a multi-unit firm to achieve financial expectations through the realization of growth synergies.
2) It examines how the corporate center can enable overall company growth in a global supply chain through specific functions like formulating strategy, identifying opportunities, allocating capital, and providing financial controls.
3) The corporate center aims to position business units in attractive markets and realize synergies across units through mechanisms like knowledge sharing, resource transfers, patching of structures, and temporary collaborations between units.
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
Due September 16thJobs and LaborPlease answer the followingAlyciaGold776
Due: September 16th
Jobs and Labor
Please answer the following questions:
Part One:
For many individuals, the nature of work and jobs is changing. Describe some reasons for the changes and how they are affecting HR management and organizations.
Part Two:
Managing Employee Turnover
Think about any HR experience you may have. Then, in your own words, write one or two paragraphs answering the following question: If you became a new manager at a restaurant with high employee turnover, what actions would you take to increase employee retention?
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in ...
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
12JOURNAL OF MANAGEMENT AND CHANGENo 3435 20152016EttaBenton28
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
This document provides an overview of change management and discusses several key aspects related to managing organizational change. It defines change management and discusses common change management models and theories. It also addresses the drivers of change within organizations, important factors for successful change implementation, and leadership strategies and styles that can influence change. The document emphasizes that change management is an ongoing process rather than a single task, and effective change management is critical for organizations to adapt to today's constantly changing business environment.
1) The document discusses the role of the corporate center in assisting business units within a multi-unit firm to achieve financial expectations through the realization of growth synergies.
2) It examines how the corporate center can enable overall company growth in a global supply chain through specific functions like formulating strategy, identifying opportunities, allocating capital, and providing financial controls.
3) The corporate center aims to position business units in attractive markets and realize synergies across units through mechanisms like knowledge sharing, resource transfers, patching of structures, and temporary collaborations between units.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
Change Management And Offshore Outsourcing Aom ConferenceTR_Ramanathan
This document summarizes a study on how an IT organization managed change related to offshore outsourcing. It discusses:
1) The context that drove the need for change, including cost pressures and declining R&D productivity in the pharmaceutical industry.
2) How the company diagnosed the situation and planned for change, including creating a change management team and gaining support from senior managers.
3) How the implementation of outsourcing involved focusing on communication, starting with small pilot projects, and addressing resistance to change.
4) How institutionalization involved people gaining new skills but some having difficulty adapting, and the need for ongoing learning to ensure cost savings.
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This document discusses organizational downsizing from several perspectives. It examines why organizations downsize, the consequences of downsizing on individuals and the organization, and strategies for successful downsizing implementation. Regarding why organizations downsize, the document discusses economic, institutional, ideological, strategic and other perspectives. It analyzes the negative impacts of downsizing on survivor and victim employees, such as lowered morale, increased stress and decreased commitment. The document also discusses negative organizational consequences, like decreased productivity and increased costs. Finally, it examines strategies for mitigating negative impacts, such as effective communication, managing expectations and helping employees renegotiate their relationship with the organization.
This document discusses a study that examines the situational and organizational factors that influence whether a declining firm is able to successfully turnaround. The study tests how environmental characteristics, aspects of the decline situation, and firm-specific resources and strategies impact turnaround outcomes. The results indicate that contextual factors like the urgency and severity of decline, a firm's productivity and slack resources, and retrenchment strategies can determine if firms are able to turnaround from decline. Overall, factors within a manager's control contribute more to successful turnarounds than external situational characteristics. The study aims to provide a more holistic view of the complex turnaround process.
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
This document proposes a hybrid methodology to help organizations achieve agility. It involves identifying key performance indicators (KPIs) aligned with strategic objectives, then constructing "houses of quality" to identify and rank important agile attributes, enablers, and improvement paths. The methodology is demonstrated through a case study of a food company in Iran. The company was able to identify the most suitable improvement paths to enhance its organizational agility. Some limitations are that only a limited number of KPIs could be included, and the metrics may be more industry-specific than inclusive of all possibilities. The practical implication is that the methodology ensures the right agility metrics are selected to match the organization's values and objectives.
Linking Theory & PracticeNavigating the innovation landsca.docxsmile790243
Linking Theory & Practice
Navigating the innovation landscape: past
research, present practice, and future trends
Shanthi Gopalakrishnan1,
Eric H Kessler 2,
Joanne L Scillitoe3
1School of Management, New Jersey Institute
of Technology, Newark, NJ, USA; 2Lubin School
of Business, Pace University, New York, USA;
3School of Management, New York Institute of
Technology, Old Westbury, NY, USA
Correspondence:
Shanthi Gopalakrishnan, School of
Management, New Jersey Institute of
Technology, Newark, NY 07102, USA.
Tel: þ973-596-3283;
Fax: þ973-596-3074
Abstract
The management of innovation is among the most critical capabilities
contributing to the success of modern organizations. It is also complex and
frequently misunderstood. In this paper we first provide a broad overview of
the organizational innovation literature [the Past] to distill five fundamental
themes: What is innovation, why is it important, where does it come from,
who engages in it, and how can it be best executed? Second, we illustrate how
these concepts are applied by three companies on the vanguard of innovation
management [the Present] – Google, Walt Disney, and Johnson & Johnson.
Third, we project the discussion forward by considering key issues and emerging
trends [the Future] of innovation management such as nanotechnology, ethical
dilemmas, information technology, globalization, and sustainability. Fourth,
we derive from the above analyses concrete guidelines for managers to
leverage these insights and enable more effective innovation practices.
Organization Management Journal (2010) 7, 262 –277. doi:10.1057/omj.2010.36
Keywords: innovation; management; industry; organization
Introduction
In today’s increasingly turbulent business environment, largely
attributed to continual and rapid globalization and technological
advancements, change has become a ubiquitous phenomenon.
Innovation has emerged as an important mechanism to facilitate
adaptation to this shifting competitive landscape. Although
considered controversial by some skeptics, innovation plays a
critical role in nurturing the economy, creating and radically
transforming industries, sustaining the competitive performance of
firms, and improving the standard of living and creating a better
quality of life for citizens. Understandably, research that is focused
on this climate of change displays a strong “pro-innovation”
perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes
innovation as an inherently beneficial organizational activity with
profound consequences for multiple constituencies. Indeed, it is an
organization’s capability for sustained innovation that oftentimes
determines its success. However, when discussing the management
of innovation, one must also consider the more ambiguous,
potentially destructive, and less readily understood social and
ethical dynamics of the innovation process.
This paper attempts to provide a broad overview of the
innovation management landscape. First, we ...
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
This document summarizes a multi-phase change management model. It describes 5 typical phases of an organizational transformation process: 1) letting go of the past, 2) emerging vision of the future, 3) making the future vision more concrete through practical steps, 4) broad implementation and anchoring changes, 5) stabilizing new processes and culture. It notes that phases 4 and 5, which focus on integration and consistency, typically last longer than earlier phases but are often neglected. The document also includes a "system curve" that tracks an organization's perceived ability to perform through the change process across three dimensions: orientation to the past, present business indicators, and future sustainability.
Scientific Theory of Management in a Small Organization .docxkenjordan97598
Scientific Theory of Management in a Small Organization
Giannantonio and Hurley- Hanson in their article titled “Fredrick Winslow Taylor: Reflections on the relevance of the principles of scientific management 100 years later” point out that Taylor in his work, “The principles of scientific management”, presented the necessity and procedures of studying an employees’ work in a scientific manner to increase the efficiency of both the employee and the organization (Giannantonio & Hurley- Hanson, 2011). Over one hundred years later, Taylor’s contribution remains relevant in the management of smaller enterprises.
Scientific theory calls for efficiency which is a major concern for small organizations to become successful. Salimath and Jones III (2011) point out that scientific management helps organizational management to evaluate the internal and external factors leading to efficient operation within a large organization. Nevertheless, the researchers posit that scientific management is applicable to small and medium organizations. Hence, it is possible for small and medium enterprises to experience the benefits of efficiency as contained in the theory. Salimath and Jones III note that the theory advocates for the scientific management of employee affairs including scientific recruitment and training. This may result in cooperation between employees and management leading to efficient implementation of scientific procedures in the accomplishment of tasks within an enterprise. Bell and Martin (2012) suggest that McDonald’s employs scientific management for process efficiency especially in the assembling process of the McDonald’s hamburger. Ford motors applies scientific theory in assigning individual staffs to tasks they are more qualified so as to achieve higher productivity (Degan, 2011). This principle was advocated for by Taylor as a method of attaining productivity.
Response to Critics of Scientific Management
Marshal in his theory points out that scientific theory is not flexible and makes employees to operate like machines because of specialization and division of labor. Marshal suggests the need to allow creativity and freedom at work place to become efficient from an economic point of view (Caldari, 2007). However, Marshal values the importance of mankind in production processes than production itself as he fails to point out the potential shortcomings of scientific management on efficiency and employee welfare. Caldari (2007) suggests that it is in this effect that scientific management does not advocate for the immediate application of imaginations and the need for creativity at place of work. However, both Marshal and Taylor agree that division of labor is essential for all organizations, implying that an integration of both theories can result in higher production.
References
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in everyday man.
The document discusses the evolution of formal organizations from traditional structures like feudalism and bureaucracy to more modern forms. It notes that organizational change occurs over time in response to environmental factors. Traditional structures emphasized hierarchy, rules and specialization, while new forms focus on flexibility, collaboration, outsourcing and empowerment. The emergence of new practices like supply chain integration, quality improvement and information technology have helped organizations adapt to increasingly dynamic business environments.
BioMed CentralPage 1 of 9(page number not for citation p.docxjasoninnes20
BioMed Central
Page 1 of 9
(page number not for citation purposes)
Implementation Science
Open AccessDebate
A theory of organizational readiness for change
Bryan J Weiner
Address: Department of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina Chapel Hill,
Chapel Hill, North Carolina, USA
Email: Bryan J Weiner - [email protected]
Abstract
Background: Change management experts have emphasized the importance of establishing
organizational readiness for change and recommended various strategies for creating it. Although
the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for
change, organizational readiness for change has not been subject to extensive theoretical
development or empirical study. In this article, I conceptually define organizational readiness for
change and develop a theory of its determinants and outcomes. I focus on the organizational level
of analysis because many promising approaches to improving healthcare delivery entail collective
behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing,
work flow, decision making, communication, and reward systems.
Discussion: Organizational readiness for change is a multi-level, multi-faceted construct. As an
organization-level construct, readiness for change refers to organizational members' shared resolve
to implement a change (change commitment) and shared belief in their collective capability to do
so (change efficacy). Organizational readiness for change varies as a function of how much
organizational members value the change and how favorably they appraise three key determinants
of implementation capability: task demands, resource availability, and situational factors. When
organizational readiness for change is high, organizational members are more likely to initiate
change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.
The result is more effective implementation.
Summary: The theory described in this article treats organizational readiness as a shared
psychological state in which organizational members feel committed to implementing an
organizational change and confident in their collective abilities to do so. This way of thinking about
organizational readiness is best suited for examining organizational changes where collective
behavior change is necessary in order to effectively implement the change and, in some instances,
for the change to produce anticipated benefits. Testing the theory would require further
measurement development and careful sampling decisions. The theory offers a means of reconciling
the structural and psychological views of organizational readiness found in the literature. Further,
the theory suggests the possibility that the strategies that change management experts recommend
are equifinal. That is, there is no 'one best way' to increase organizational readiness for c ...
Knowledge Application and Organizational Sustainability of Oil and Gas Compan...AJHSSR Journal
ABSTRACT: This study examined the relationship between knowledge application and organizational
sustainability of oil and gas companies in Rivers State. The study adopted a cross-sectional survey in its
investigation of the variables. Primary data was generated through structured administered questionnaire. The
population for this study was is made up of the twenty-four registered indigenous oil servicing companies in
Port Harcourt. Since the population is small, this study therefore adopts the entire population of 24 oil and gas
companies in Rivers State as a census. Five (5) managers were selected from each of 24 oil and gas companies
in Rivers State giving a total of 120 respondents. The reliability of the instrument was achieved by the use of the
Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the
Spearman’s Rank Order Correlation Statistics while the partial correlation was used to test the moderating effect
of organizational culture. The tests were carried out at a 0.05 significance level.The hypotheses were tested
using the Spearman rank order correlation Coefficient. The tests were carried out at a 95% confidence interval
and a 0.05 level of significance. The study findings revealed that there is a significant relationship between
enterprise knowledge audit and organizational sustainability of oil and gas companies in Rivers State. The study
concludes that when the investment in enterprise knowledge audit by oil and gas companies in Rivers State
positively enhances organizational sustainability. The study recommends that management of oil and gas
companies should ensure that knowledge delivery and analysis should be in sustainable environment within the
organization.
KEYWORD: Knowledge Application, Organizational Sustainability,
This document discusses the history and evolution of organizational development (OD). It begins by defining OD as applying behavioral science to help organizations change and improve effectiveness. It describes how OD emerged from the work of researchers in the 1950s and 1960s applying group processes to businesses. This led to interventions like team building, process consultation, and surveys to provide feedback. The document then outlines various OD interventions that addressed work design, rewards, and aligning organizations with their strategies and environments. It concludes by noting how OD was introduced in India in the 1960s but did not become widespread until being adopted by some companies in the 1970s.
Sydney Community Hospital Organisational StructureLisa Kennedy
The document discusses the organizational structure of Sydney Community Hospital and the need for an alternative structure due to growing population. It defines organizational structure as the framework that characterizes the hierarchy of an organization, clarifying lines of authority, duties, and individual roles. The current structure determines how roles and responsibilities are distributed, controlled, and how information flows through different management layers. Due to increasing population, an alternative structure is needed to help future growth and development.
This document discusses organizational effectiveness from a systems perspective. It presents a framework for considering organizational effectiveness that emphasizes the critical roles of systems thinking and learning theory. The framework views organizations as open systems that take in inputs, transform them through internal processes, and produce outputs which then provide feedback. Creating a learning culture is seen as essential for organizations to adapt, innovate, and achieve long-term effectiveness and sustainability.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
This document discusses backcasting as a strategic management tool for addressing challenges posed by volatility, uncertainty, complexity, and ambiguity (VUCA). It analyzes backcasting and its potential applicability in the business context. Backcasting involves envisioning a desired future state and then working backwards to identify steps to reach that future. The document finds that backcasting can help organizations overcome cognitive barriers, broaden strategic options, and improve strategic agility when dealing with uncertainty. However, its use in business is still under-researched. The document aims to formally assess backcasting's relevance and validity as a strategic management tool for addressing VUCA challenges.
This document discusses the concept of a "VUCA world" and argues that while volatility, uncertainty, complexity, and ambiguity (VUCA) are often used interchangeably, they actually have distinct meanings that require unique responses from organizational leaders. It asserts that treating VUCA as a single, general concept has led leaders to feel helpless and stop engaging in strategic planning. The document aims to demonstrate that appreciating the nuanced differences between each component of VUCA empowers leaders to identify the specific challenges they face and properly allocate resources to address them.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
Change Management And Offshore Outsourcing Aom ConferenceTR_Ramanathan
This document summarizes a study on how an IT organization managed change related to offshore outsourcing. It discusses:
1) The context that drove the need for change, including cost pressures and declining R&D productivity in the pharmaceutical industry.
2) How the company diagnosed the situation and planned for change, including creating a change management team and gaining support from senior managers.
3) How the implementation of outsourcing involved focusing on communication, starting with small pilot projects, and addressing resistance to change.
4) How institutionalization involved people gaining new skills but some having difficulty adapting, and the need for ongoing learning to ensure cost savings.
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This document discusses organizational downsizing from several perspectives. It examines why organizations downsize, the consequences of downsizing on individuals and the organization, and strategies for successful downsizing implementation. Regarding why organizations downsize, the document discusses economic, institutional, ideological, strategic and other perspectives. It analyzes the negative impacts of downsizing on survivor and victim employees, such as lowered morale, increased stress and decreased commitment. The document also discusses negative organizational consequences, like decreased productivity and increased costs. Finally, it examines strategies for mitigating negative impacts, such as effective communication, managing expectations and helping employees renegotiate their relationship with the organization.
This document discusses a study that examines the situational and organizational factors that influence whether a declining firm is able to successfully turnaround. The study tests how environmental characteristics, aspects of the decline situation, and firm-specific resources and strategies impact turnaround outcomes. The results indicate that contextual factors like the urgency and severity of decline, a firm's productivity and slack resources, and retrenchment strategies can determine if firms are able to turnaround from decline. Overall, factors within a manager's control contribute more to successful turnarounds than external situational characteristics. The study aims to provide a more holistic view of the complex turnaround process.
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
This document proposes a hybrid methodology to help organizations achieve agility. It involves identifying key performance indicators (KPIs) aligned with strategic objectives, then constructing "houses of quality" to identify and rank important agile attributes, enablers, and improvement paths. The methodology is demonstrated through a case study of a food company in Iran. The company was able to identify the most suitable improvement paths to enhance its organizational agility. Some limitations are that only a limited number of KPIs could be included, and the metrics may be more industry-specific than inclusive of all possibilities. The practical implication is that the methodology ensures the right agility metrics are selected to match the organization's values and objectives.
Linking Theory & PracticeNavigating the innovation landsca.docxsmile790243
Linking Theory & Practice
Navigating the innovation landscape: past
research, present practice, and future trends
Shanthi Gopalakrishnan1,
Eric H Kessler 2,
Joanne L Scillitoe3
1School of Management, New Jersey Institute
of Technology, Newark, NJ, USA; 2Lubin School
of Business, Pace University, New York, USA;
3School of Management, New York Institute of
Technology, Old Westbury, NY, USA
Correspondence:
Shanthi Gopalakrishnan, School of
Management, New Jersey Institute of
Technology, Newark, NY 07102, USA.
Tel: þ973-596-3283;
Fax: þ973-596-3074
Abstract
The management of innovation is among the most critical capabilities
contributing to the success of modern organizations. It is also complex and
frequently misunderstood. In this paper we first provide a broad overview of
the organizational innovation literature [the Past] to distill five fundamental
themes: What is innovation, why is it important, where does it come from,
who engages in it, and how can it be best executed? Second, we illustrate how
these concepts are applied by three companies on the vanguard of innovation
management [the Present] – Google, Walt Disney, and Johnson & Johnson.
Third, we project the discussion forward by considering key issues and emerging
trends [the Future] of innovation management such as nanotechnology, ethical
dilemmas, information technology, globalization, and sustainability. Fourth,
we derive from the above analyses concrete guidelines for managers to
leverage these insights and enable more effective innovation practices.
Organization Management Journal (2010) 7, 262 –277. doi:10.1057/omj.2010.36
Keywords: innovation; management; industry; organization
Introduction
In today’s increasingly turbulent business environment, largely
attributed to continual and rapid globalization and technological
advancements, change has become a ubiquitous phenomenon.
Innovation has emerged as an important mechanism to facilitate
adaptation to this shifting competitive landscape. Although
considered controversial by some skeptics, innovation plays a
critical role in nurturing the economy, creating and radically
transforming industries, sustaining the competitive performance of
firms, and improving the standard of living and creating a better
quality of life for citizens. Understandably, research that is focused
on this climate of change displays a strong “pro-innovation”
perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes
innovation as an inherently beneficial organizational activity with
profound consequences for multiple constituencies. Indeed, it is an
organization’s capability for sustained innovation that oftentimes
determines its success. However, when discussing the management
of innovation, one must also consider the more ambiguous,
potentially destructive, and less readily understood social and
ethical dynamics of the innovation process.
This paper attempts to provide a broad overview of the
innovation management landscape. First, we ...
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
This document summarizes a multi-phase change management model. It describes 5 typical phases of an organizational transformation process: 1) letting go of the past, 2) emerging vision of the future, 3) making the future vision more concrete through practical steps, 4) broad implementation and anchoring changes, 5) stabilizing new processes and culture. It notes that phases 4 and 5, which focus on integration and consistency, typically last longer than earlier phases but are often neglected. The document also includes a "system curve" that tracks an organization's perceived ability to perform through the change process across three dimensions: orientation to the past, present business indicators, and future sustainability.
Scientific Theory of Management in a Small Organization .docxkenjordan97598
Scientific Theory of Management in a Small Organization
Giannantonio and Hurley- Hanson in their article titled “Fredrick Winslow Taylor: Reflections on the relevance of the principles of scientific management 100 years later” point out that Taylor in his work, “The principles of scientific management”, presented the necessity and procedures of studying an employees’ work in a scientific manner to increase the efficiency of both the employee and the organization (Giannantonio & Hurley- Hanson, 2011). Over one hundred years later, Taylor’s contribution remains relevant in the management of smaller enterprises.
Scientific theory calls for efficiency which is a major concern for small organizations to become successful. Salimath and Jones III (2011) point out that scientific management helps organizational management to evaluate the internal and external factors leading to efficient operation within a large organization. Nevertheless, the researchers posit that scientific management is applicable to small and medium organizations. Hence, it is possible for small and medium enterprises to experience the benefits of efficiency as contained in the theory. Salimath and Jones III note that the theory advocates for the scientific management of employee affairs including scientific recruitment and training. This may result in cooperation between employees and management leading to efficient implementation of scientific procedures in the accomplishment of tasks within an enterprise. Bell and Martin (2012) suggest that McDonald’s employs scientific management for process efficiency especially in the assembling process of the McDonald’s hamburger. Ford motors applies scientific theory in assigning individual staffs to tasks they are more qualified so as to achieve higher productivity (Degan, 2011). This principle was advocated for by Taylor as a method of attaining productivity.
Response to Critics of Scientific Management
Marshal in his theory points out that scientific theory is not flexible and makes employees to operate like machines because of specialization and division of labor. Marshal suggests the need to allow creativity and freedom at work place to become efficient from an economic point of view (Caldari, 2007). However, Marshal values the importance of mankind in production processes than production itself as he fails to point out the potential shortcomings of scientific management on efficiency and employee welfare. Caldari (2007) suggests that it is in this effect that scientific management does not advocate for the immediate application of imaginations and the need for creativity at place of work. However, both Marshal and Taylor agree that division of labor is essential for all organizations, implying that an integration of both theories can result in higher production.
References
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in everyday man.
The document discusses the evolution of formal organizations from traditional structures like feudalism and bureaucracy to more modern forms. It notes that organizational change occurs over time in response to environmental factors. Traditional structures emphasized hierarchy, rules and specialization, while new forms focus on flexibility, collaboration, outsourcing and empowerment. The emergence of new practices like supply chain integration, quality improvement and information technology have helped organizations adapt to increasingly dynamic business environments.
BioMed CentralPage 1 of 9(page number not for citation p.docxjasoninnes20
BioMed Central
Page 1 of 9
(page number not for citation purposes)
Implementation Science
Open AccessDebate
A theory of organizational readiness for change
Bryan J Weiner
Address: Department of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina Chapel Hill,
Chapel Hill, North Carolina, USA
Email: Bryan J Weiner - [email protected]
Abstract
Background: Change management experts have emphasized the importance of establishing
organizational readiness for change and recommended various strategies for creating it. Although
the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for
change, organizational readiness for change has not been subject to extensive theoretical
development or empirical study. In this article, I conceptually define organizational readiness for
change and develop a theory of its determinants and outcomes. I focus on the organizational level
of analysis because many promising approaches to improving healthcare delivery entail collective
behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing,
work flow, decision making, communication, and reward systems.
Discussion: Organizational readiness for change is a multi-level, multi-faceted construct. As an
organization-level construct, readiness for change refers to organizational members' shared resolve
to implement a change (change commitment) and shared belief in their collective capability to do
so (change efficacy). Organizational readiness for change varies as a function of how much
organizational members value the change and how favorably they appraise three key determinants
of implementation capability: task demands, resource availability, and situational factors. When
organizational readiness for change is high, organizational members are more likely to initiate
change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.
The result is more effective implementation.
Summary: The theory described in this article treats organizational readiness as a shared
psychological state in which organizational members feel committed to implementing an
organizational change and confident in their collective abilities to do so. This way of thinking about
organizational readiness is best suited for examining organizational changes where collective
behavior change is necessary in order to effectively implement the change and, in some instances,
for the change to produce anticipated benefits. Testing the theory would require further
measurement development and careful sampling decisions. The theory offers a means of reconciling
the structural and psychological views of organizational readiness found in the literature. Further,
the theory suggests the possibility that the strategies that change management experts recommend
are equifinal. That is, there is no 'one best way' to increase organizational readiness for c ...
Knowledge Application and Organizational Sustainability of Oil and Gas Compan...AJHSSR Journal
ABSTRACT: This study examined the relationship between knowledge application and organizational
sustainability of oil and gas companies in Rivers State. The study adopted a cross-sectional survey in its
investigation of the variables. Primary data was generated through structured administered questionnaire. The
population for this study was is made up of the twenty-four registered indigenous oil servicing companies in
Port Harcourt. Since the population is small, this study therefore adopts the entire population of 24 oil and gas
companies in Rivers State as a census. Five (5) managers were selected from each of 24 oil and gas companies
in Rivers State giving a total of 120 respondents. The reliability of the instrument was achieved by the use of the
Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the
Spearman’s Rank Order Correlation Statistics while the partial correlation was used to test the moderating effect
of organizational culture. The tests were carried out at a 0.05 significance level.The hypotheses were tested
using the Spearman rank order correlation Coefficient. The tests were carried out at a 95% confidence interval
and a 0.05 level of significance. The study findings revealed that there is a significant relationship between
enterprise knowledge audit and organizational sustainability of oil and gas companies in Rivers State. The study
concludes that when the investment in enterprise knowledge audit by oil and gas companies in Rivers State
positively enhances organizational sustainability. The study recommends that management of oil and gas
companies should ensure that knowledge delivery and analysis should be in sustainable environment within the
organization.
KEYWORD: Knowledge Application, Organizational Sustainability,
This document discusses the history and evolution of organizational development (OD). It begins by defining OD as applying behavioral science to help organizations change and improve effectiveness. It describes how OD emerged from the work of researchers in the 1950s and 1960s applying group processes to businesses. This led to interventions like team building, process consultation, and surveys to provide feedback. The document then outlines various OD interventions that addressed work design, rewards, and aligning organizations with their strategies and environments. It concludes by noting how OD was introduced in India in the 1960s but did not become widespread until being adopted by some companies in the 1970s.
Sydney Community Hospital Organisational StructureLisa Kennedy
The document discusses the organizational structure of Sydney Community Hospital and the need for an alternative structure due to growing population. It defines organizational structure as the framework that characterizes the hierarchy of an organization, clarifying lines of authority, duties, and individual roles. The current structure determines how roles and responsibilities are distributed, controlled, and how information flows through different management layers. Due to increasing population, an alternative structure is needed to help future growth and development.
This document discusses organizational effectiveness from a systems perspective. It presents a framework for considering organizational effectiveness that emphasizes the critical roles of systems thinking and learning theory. The framework views organizations as open systems that take in inputs, transform them through internal processes, and produce outputs which then provide feedback. Creating a learning culture is seen as essential for organizations to adapt, innovate, and achieve long-term effectiveness and sustainability.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
This document discusses backcasting as a strategic management tool for addressing challenges posed by volatility, uncertainty, complexity, and ambiguity (VUCA). It analyzes backcasting and its potential applicability in the business context. Backcasting involves envisioning a desired future state and then working backwards to identify steps to reach that future. The document finds that backcasting can help organizations overcome cognitive barriers, broaden strategic options, and improve strategic agility when dealing with uncertainty. However, its use in business is still under-researched. The document aims to formally assess backcasting's relevance and validity as a strategic management tool for addressing VUCA challenges.
This document discusses the concept of a "VUCA world" and argues that while volatility, uncertainty, complexity, and ambiguity (VUCA) are often used interchangeably, they actually have distinct meanings that require unique responses from organizational leaders. It asserts that treating VUCA as a single, general concept has led leaders to feel helpless and stop engaging in strategic planning. The document aims to demonstrate that appreciating the nuanced differences between each component of VUCA empowers leaders to identify the specific challenges they face and properly allocate resources to address them.
Teece's 1985 paper critiques Hymer's emphasis on market power over efficiency in analyzing multinational enterprises (MNEs). Teece argues that MNEs vary in form and motivation, pursuing both efficiency and rent extraction. He identifies three issues with Hymer's analysis: it overlooks efficiency motivations for foreign direct investment, oversimplifies host country controls on MNEs, and underemphasizes dynamic considerations like how market power and efficiency roles may change over time. Empirical literature on MNE impact is mixed, with some evidence they may increase concentration more in developing countries but also spur productivity through knowledge spillovers. FDI in Latin America is heterogeneous but centered on vertical investments, with
Este documento trata sobre la teoría de la regulación y la institucionalidad y desempeño regulatorio. Explica conceptos clave como instituciones, economía institucional, criterios para un buen sistema regulatorio y estrategias de cumplimiento. También analiza el efecto de las instituciones en el desarrollo económico y la relación entre instituciones y regulación.
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Este documento presenta información sobre empresas públicas y asociaciones público-privadas. En la introducción, se presenta la agenda del tema, que incluye empresas públicas, control y eficiencia, privatización de empresas estatales, asociaciones público-privadas y una taxonomía de empresas públicas. Luego, se discuten las justificaciones para las empresas públicas, los problemas que enfrentan y posibles soluciones, así como las teorías y evidencia empírica sobre la eficiencia relativa de empresas públicas versus privadas. Finalmente, se explican las asociaciones públic
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AGILITY AND ORGANIZATION.pdf
1. Industrial and Commercial Training
The challenges of organizational agility (part 1)
Steven H. Appelbaum Rafael Calla Dany Desautels Lisa Hasan
Article information:
To cite this document:
Steven H. Appelbaum Rafael Calla Dany Desautels Lisa Hasan , (2017)," The challenges of organizational agility (part 1) ",
Industrial and Commercial Training, Vol. 49 Iss 1 pp. 6 - 14
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http://dx.doi.org/10.1108/ICT-05-2016-0027
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3. their traditional structure, culture and leadership models in their quest to combine internal stability
with external agility and how these transformational change programs contribute to overall
organizational agility, operational performance and survival.
The argument for organizational transformation
While “the driving forces for change are well known: new technology, new types of competition,
economic uncertainty, evolving customer needs, deregulation, globalization and fragmentation of
markets” (Drew and Coulson-Thomas, 1997, p. 163), how to react to this extreme volatility is still
the subject of great debate. Recent research on the subject tends to refute the principles
of structural inertia theory that associated core structural and strategic changes with higher risk of
corporate failure (Dobrev et al., 2001). This two part paper will demonstrate how major
organizational change programs and their unpredictable breadth, depth and duration were
often charged with preventing organizations from functioning efficiently and reliably and were
deemed responsible for thrusting organizations into a downward spiral of poor performance,
with little or no promise of recovery (Barnett and Carroll, 1987; Miller and Friesen, 1984; Dobrev
et al., 2001).
Though the challenges associated with implementing transformational change remain great in the
short-term, the new reality is that refusing to adapt to environmental changes comes at the much
higher price of certain failure in the long term. An empirical study, conducted in the context of
deregulation in the banking industry, showed that “not only did organizational transformation not
increase the risk of failure […] [it] played a crucial role in enabling organizational survival. Almost all
(94.4%) of the 18 firms that […] [survived the period of deregulation] had engaged in
transformation one or more times during the observation period. Furthermore, 61% of these firms
undertook at least two transformations. In contrast, almost 61% of the firms that exited the
industry before 1995 had not undertaken any transformations” (Wischnevsky, 2004, p. 372).
This study even makes the case for an increased frequency of fundamental organizational
change, as recommended by supporters of the punctuated equilibrium model (Romanelli and
Tushman, 1994; Wischnevsky and Damanpour, 2005), based on the significant positive
correlation between the length of inertia spells and the risk of failure (Wischnevsky, 2004).
These findings corroborate the earlier body of research as cited by Romanelli and Tushman
(1994, p. 1142):
Miller and Friesen (1982, 1984) showed that organizations that radically and quickly altered their formal
structures, decision-making routines, and information-processing devices performed better over their
lives than organizations that changed gradually or incrementally. Similarly, (Virany et al., 1992) showed
that organizations that accomplished transformations discontinuously and in response to basic
changes in their environments performed better over their lives than organizations that were either
never transformed or were transformed excessively without the clear stimulus of environmental
change.
In essence, the “liability of newness,” as described by Hannan and Freeman (1984), has become
part of the cost of remaining competitive in an environment that calls for continuous reinvention
and in which inaction, in the face of external changes, poses a far greater threat to market share
and, ultimately, firm survival.
So what is organizational agility?
The blanket solution, most often proposed for dealing with the woes of the fast-paced present, is
employing organizational agility. The problem, as described by John P. Kotter (2014), in both his
book and articles, is that most well-established companies are “optimized much more for
efficiency than strategic agility,” and the, “hierarchical structures and organizational processes
that we have used for decades to run and improve our enterprises are no longer up to the task of
winning in this faster-moving world” (Kotter, 2014, cited in Leavy, 2014, p. 7).
Defined broadly by the Advanced Research Programs Agency (ARPA) and the Agility Forum (AF),
as “the ability to function and compete within a state of dynamic, continuous and often
unanticipated change” (ARPA and AF, cited in Sarkis, 2001, p. 88), organizational agility promises
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4. to bridge the relative inertia gap between the speed of organizational learning and the speed of
environmental change (Wischnevsky, 2004). The devil, however, is in the details of how to
transform corporations, having grown complacent as a result of long standing market
dominance, into highly adaptive, flexible, learning organizations having the skills required to
effectively implement strategically driven waves of change and renewal (Trahant et al., 1997;
Meredith and Francis, 2000).
The multitude of definitions and models attempting to capture the concept of agility brings to light
the true complexity hidden behind this deceptively simple seven-letter word. Yang and Liu (2012)
synthesized the work of several researchers (Atuahene-Gima, 2003; Vokurka and Fliedner, 1998;
Goldman et al., 1995; Li et al., 2008; Sambamurthy et al., 2003) into the following definition:
Enterprise agility is a complex, multidimensional, and context-specific concept, comprised of the ability
to sense environmental change and quickly respond to unpredicted change by flexibly assembling
resources, processes, knowledge, and capabilities (Yang and Liu, 2012, p. 1023).
Evolution or revolution?
Regardless of how you define organizational agility, it is undeniable that transitioning from more
static models to truly adaptive learning organizations is a “multiyear endeavour with major
challenges and setbacks along the way. The effort require[s] systematic, ongoing change to help
organizations transcend existing product-based or geographic silos and, in some cases, replace
them with customer-oriented ones” (Gulati, 2007, p. 100).
The organizational evolution and revolution model proposed by Greiner (1998) plots fundamental
business revolutions as a function of the corporation’s age, size and industry growth rate
(see Figure 1) and provides a visual representation that hints at how, in a hyper-growth/hyper-
volatile context, certain periods of evolution and revolution might merge into what may be
perceived as a single event; a multidimensional, meta-transformation resulting in a new type of
corporation defined by the dynamic capabilities that allow it to respond, not just to a single vision
of the future, but to its’ new ever-evolving nature.
Dynamic capabilities
How organizations develop and successfully integrate agility-enhancing “dynamic capabilities”
(Sune and Gibb, 2015; Schuiling, 2014) such as coordination, cooperation, capability
development and connection (Gulati, 2007) into their corporate activities is at the heart of the
matter at hand. Goldman et al. (1995 as cited by Yang and Liu, 2012, p. 1024) groups the
capabilities of agile organizations into the following four strategic dimensions: enrichment of
customers, competitive enhancement by cooperation, mastery of uncertain change and leverage
of key people and information.
Meredith and Francis (2000) believe that “organizational strength in turbulent situations requires
proactivity, adaptability, flexibility, speed, learning and skills to provide strategically driven and
effectively implemented waves of change” (p. 138). According to their research, competitive
advantage increasingly rests upon a dynamic capability to compete successfully in an environment
of frequent, challenging and, often, unpredictable change. Sustaining competitive advantage
through price alone is no longer a viable strategy for most firms particularly in markets where a
range of non-price advantages are expected by customers. Order-winning criteria include rate of
innovation, fitness for purpose, volume flexibility, variety, extreme customization and above all, rapid
responsiveness. Increasing global and local competition means that companies unable to respond
to these new customer demands are unlikely to survive. Deployment of the principles and practices
of agile enterprise appears to offer a solution (Meredith and Francis, 2000, p. 137).
The agile wheel reference model also presented by Meredith and Francis (2000) (see Figure 2)
provides a useful framework for understanding the multiple interdependent components that
contribute to organizational agility. A wheel is weakened if any spoke is absent, broken or fragile.
The same is true for organizational agility. If any of the 16 components, grouped under
four categories, is under-developed, the firm’s agile capability is weakened (Meredith and
PAGE 8 j INDUSTRIAL AND COMMERCIAL TRAINING j VOL. 49 NO. 1 2017
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5. Francis, 2000, p. 139). This paper will concentrate on a few specific aspects of each of the four
quadrants: agile strategy, agile processes, agile linkages and agile people and examine how
these quadrants contribute to overall corporate performance.
Organizational agility and performance
Now that organizational agility has been defined and a framework for categorizing agility-enhancing
capabilities provided, the more pressing questions can finally be posed: what factors play a role in
determining the level of agility within a company? How are they supported? And to what extent do
these actions directly impact organizational performance?
Figure 1 Five phases of growth
large
small
Size
of
Organization Company in
high-growth industry
Company in
medium-growth industry
Company in
low-growth industry
evolution: stages of growth
revolution: stages of crisis
mature
Age of Organization
young
large
small
Size
of
Organization
evolution: stages of growth
revolution: stages of crisis
mature
Age of Organization
young
Phase 1 2 3 4 5
collaboration
coordination
delegation
direction
creativity
autonomy
control
red tape
“?”
leadership
Source: Greiner (1998)
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6. Agile strategy
Strategic commitment to agility
Given the increased intensity of competition and speed of adoption of new technologies,
organizations must embrace continuous strategic change if they are to remain relevant
and retain their competitive advantage. This is not to say that companies should embark
on change for the sake of change, nor that they should stray from their core competencies.
In fact, it has been recognized that “a management feature in successful firms is a
commitment to the organization’s original arena of expertise” (Appelbaum et al., 1998, p. 289).
Management must, therefore, be committed to adopting agile strategies, across the
entire organization, that promote the development of innovative ways to leverage existing
areas of expertise to anticipate and fulfill changing customers’ needs (Meredith and
Francis, 2000, p. 140).
This commitment to agility goes well beyond simply proposing new policies and
procedures, it requires that management rethink organizational structures, functions and
time-honored management practices such as planning, budgeting, incentive and measurement
systems that have embedded deep within them a bias toward the status quo (Hamel, 2009,
pp. 4-6).
The importance of environment scanning
Hay (2006) supports this reinvention of traditional functions and proposes that market research
(MR) and organization development (OD) functions “unite […] in order to accelerate the speed
and impact of [their] contributions to strategic planning” (Hay, 2006, p. 55). According to Hay
(2006), MR fills the strategy with content and promotes efficiency while OD humanizes the
strategy by gaining the valuable commitment and engagement of those responsible for
Figure 2 Agility wheel
Agile
Strategy
Agile
People
Agile
Processes
Agile
Linkages
I II
III
IV
Agile
Scoreboard
Flexible
Assets
and
Systems Fast New
Product
Acquisition
Rapid
Problem
Solving
Rich
Information
Systems
Agility
Bench-
marking
Deep
Customer
Insight
Aligned
Suppliers
Performing
Partnerships
Adaptable
Structure
Multi-Skilled
/Flexible
People
Rapid,
Able
Decision
Making
Continuous
Learning
Wide-Deep
Scanning
Strategic
Commitment
Full
Deployment
Ic
Ib
Ia
Id IIa
IIb
IIc
IId
IIIa
IIIb
IIIc
IIId
IVb
IVc
IVd
IVa
Source: Meredith and Francis (2000, p. 139)
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7. its implementation. These recommendations are in line with the observations of other scholars
citing the need for wide scanning, so as not to miss changes which can occur anywhere across
the global competitive landscape and deep scanning, in order to fully understand their business
implications (Meredith and Francis, 2000, p. 139).
“Steadily delivering additional value to customers, rather than just fine-tuning the value chain for
the existing portfolio of products and services requires an organization-wide capability to deal
with unexpected shifts in customer expectations” (Denning, 2013, p. 5). Discovering these deep
customer insights and rapidly adjusting product offerings, production methods and even entire
business models to meet ever-evolving target market demands requires “a degree of nimbleness
that can’t be achieved by the hierarchical bureaucracies that prevail in most large organizations
today” (Hamel, 2009 as cited in Denning, 2013, p. 5) and has been the impetus behind many
restructuring efforts over the past decade and will be at the center of many more such projects in
the years to come.
Adaptable organizational structures
Dual structure
Flatter, decentralized organizational structures, emphasizing cross-functional team-based
work (Drew and Coulson-Thomas, 1997) are ways of working around the rigidity imposed by
overly complex hierarchies and centralized decision-making authority. In an effort to bridge the
gap between existing hierarchies and truly flexible models, Kotter (2014) proposes a dual
structure, where a “strategy operating system” runs in tandem with the traditional “performance
operating system,” in order to ensure that renewal can be continuous rather than episodic
(see Figure 3 – dual operating system). In theory, the strategy operating system, involving
5-10 percent of the employee population, functions as a network, free from bureaucracy and
heavy controls over decision-making, allowing it to “mimic successful enterprises in their
entrepreneurial phase […] [leaving] the hierarchy less encumbered and better able to perform
what it is designed for: doing today’s job well, making incremental changes to further improve
efficiency and handling those strategic initiatives that help a company deal with predictable
adjustments” (Kotter, 2014, p. 10).
Figure 3 The Dual operating system: key characteristics
The Dual Operating System
Management-Driven
Hierarchy (The “Left ”)
Strategy Acceleration
Network (The “Right ”)
No.1 Function No.1 Function
Other Functions Other Functions
Eight Accelerators
Action Through
Management Tools
Reliability and efficiency
(Meet today’s numbers)
•
Incremental or
predictable change
•
Agility and speed (Leaping
into the future)
•
• Constant innovation
• Leadership Development
• Plans/Budgets
• Compensation
• Metrics
• Problem Solving
• Job Description
• Urgency on Big Opportunity
• Guiding Coalition of Volunteers
• Change Vision and Strategic Initiatives
Sources: From accelerate by John Kotter. As published in Leavy (2014, p. 7)
• More and more volunteers
• Barriers knocked down
• Wins Celebrated
• Relentless Action
• Changes
Institutionalized
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8. In reality, achieving “a truly reliable, efficient, agile and fast enterprise, [where] the network meshes
with the more traditional structure [and] […] is not some sort of ‘super task force’ that reports to
some level in the hierarchy” (Leavy, 2014) is an enormous challenge even for the largest, most
successful companies. Nike’s attempt to impose a customer-focused, collection-based
approach on a product-driven company to address the needs of the women’s fitness market is a
compelling example. The champions of the initiative, a group of highly motivated, relentless
volunteers, determined to breakdown the testosterone-driven cultural barriers and
institutionalized ways of working, exemplify the dual structure and accelerators proposed by
Kotter (2014). Though deemed a strategic and financial success, the category-driven approach
was not extended to the entire organization and footwear was removed from the women’s
collections because the operational, cultural and leadership barriers where deemed
insurmountable (Burgelman and Denend, 2007).
Network structure
Despite the difficulties associated with more flexible structures, Yang and Liu (2012) take the
concept of adaptable structure one step further by proposing that a firm’s agility capability, as
exemplified through a company-wide network structure, can be an enduring source of
organizational competitive advantage. Their empirical study employed a survey method and data
collected from 250 companies in Taiwan’s glass industry using structural equation modeling
technology. By considering the contagion effect of a strategic network, this study confirms that
enterprise agility and network structure contribute positively to firm performance.
Interestingly, the study goes beyond the direct effects of agility and the network structure on firm
performance and explores the mediation effect of both network structure and enterprise agility on
firm performance. These results indicate that enterprise agility is a major determinant for
managing and maintaining the network relationships. In addition, firms with superior enterprise
agility have, according to their findings, been better able to exploit the network structure as a
mechanism allowing for rapid, flexible access to critical and valuable resources, capabilities and
information in order to improve their competitive edge and overall firm performance (Yang and
Liu, 2012, p. 1039). All of these competencies, nourish the complex web of agile linkages
between performing partners, aligned suppliers and satisfied customers and confirms the
interrelationship between the various agile-building capabilities described by Meredith and
Francis (2000).
According to Crocitto and Youssef (2003), these interpersonal, cross-functional and
organization-spanning relationships are critical elements of the agility paradigm. Their
research and resulting agility model (see Figure 4) proposes the integration of advanced
information technologies as a means to strengthen connections between organization
members, suppliers, customers and other partners provided the human side of the equation is
thoughtfully taken into consideration. These connections rely on the ability of leadership to
create and support an agility mission and vision, to move agility beyond enhanced market and
environment scanning, to focus on the creation of true learning organizations capable of
harnessing the most powerful resource in today’s global economy, knowledge through a
deeper appreciation of the human behaviors and motivations of all stakeholders (Crocitto and
Youssef, 2003).
Though hierarchy is bound to remain a feature of most organizations, the new customer-driven,
outside-in orientation and decentralized decision-making requires that this model be reinvented
along with management roles, practices, values and communication channels to ensure
successful transformation. According to Denning (2013), “veteran managers trained to respect
hierarchical systems are daunted by the fundamental changes in thinking and culture that are
required to implement the agile approach” (p. 7). This statement highlights the need not only for
new structures, policies and procedures, but also for a new breed of socially savvy, influential
leaders capable of “leveraging the power of shared values and aspirations […] [and] mobilizing
others despite a lack of formal authority” (Hamel, 2009, p. 3).
Part two of the paper will cover agile leadership style, agile people and sustainability as key variables
in the quest to design, develop and maintain agile organizations in the quest of transformation.
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Figure 4 Organizational agility model
ORGANIZATIONAL AGILITY
QUALITY SPEED
RESPONSIVENESS
SUPPLIERS CUSTOMERS
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Agility
Organizational
MEMBERS
Leadership,
Culture and
Reward
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FLEXIBILITY
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TECHNOLOGIES
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Corresponding author
Steven H. Appelbaum can be contacted at: steven.appelbaum@concordia.ca
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