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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000005121441 | HD 30.28 I54 2003 | Open Access Book | Book | Searching... |
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Summary
Summary
This book presents novel theoretical ideas and empirical findings where the fields of strategizing and organizing meet. At this boundary lie many of the most crucial theoretical and practical issues for management and managing.
Innovative Forms of Organizing, the eagerly awaited sequel to The Innovating Organization (SAGE, 2000), draws upon the comprehensive data sets of the INFORM programme of research, to examine the development of innovative forms of organizing and company performance in organizations across Europe, Japan and the United States.
Innovative Forms of Organizing establishes and develops three strong themes: organizing and strategizing; complementarities, change and performance; and the management of dualities in the modern corporation. The book then discusses the implications of its presented ideas for strategizing/organizing in the 21st century firm and the challenges for management researchers of conducting large scale, international comparative research. Innovative Forms of Organizing thereby illustrates 21st Century management research in 21st Century organizations across Europe, Japan and the USA.
This seminal international study will be a classic in the field for years to come for scholars and policy makers in academia, business and government who are interested in strategy, organization and international management.
Table of Contents
| Innovative Forms of OrganizingAndrew M Pettigrew and Silvia Massini |
| Trends in Europe, Japan and the USA in the 1990s |
| Part 1 Organizing/Strategizing |
| The Challenge of Organizing/StrategizingRichard Whittington and Leif Melin |
| LeadershipLeona Achtenhagen and Leif Melin and Tomas M[um]ullern and Thomas Ericson |
| The Role of Interactive Strategizing |
| Learning and Continuous Change in Innovating OrganizationsLeona Achtenhagen and Leif Melin and Tomas M[um]ullern |
| A Cognitive Perspective on Strategizing/OrganizingMarjolijn S Dijksterhuis and Frans A J van den Bosch and Henk W Volberta |
| Part 2 Complementarities, Change and Performance |
| Complementarities ThinkingRichard Whittington and Andrew M Pettigrew |
| Complementarities in Organizational Innovation and PerformanceSilvia Massini and Andrew M Pettigrew |
| Evidence from the INNFORM Survey |
| Complementarities in ActionAndrew M Pettigrew and Richard Whittington |
| Organizational Change and Performance in BP and Unilever 1985-2002 |
| Complementary ChangeEvelyn M Fenton and Andrew M Pettigrew |
| Towards Global Integration in Four Professional Service Organizations |
| Part 3 Managing Dualities in the Innovating Organization |
| Managing DualitiesCarlos J Sanchez-Runde and Andrew M Pettigrew |
| People Management DualitiesCarlos J Sanchez-Runde and Silvia Massini and Javier Quintanilla |
| Convergence and Divergence of OrganizingArie Y Lewin and Silvia Massini and Winfried Ruigrok and Tsuyoshi Numagami |
| Moderating Effect of Nation State |
| Innovative Forms of OrganizingLeona Achtenhagen and Leif Melin |
| Managing the Homogeneity-Heterogeneity Duality |
| Part 4 Conclusion |
| Innovative Forms of OrganizingAndrew M Pettigrew |
| Progress Performance and Process |
| Co-Producing Knowledge and the Challenges of International Collaborative ResearchAndrew M Pettigrew |
