This is a contributed book on how organizations can and should adapt to global markets in a world economy. Its central argument is that merely changing parts of an organization will not be successful and that systemic changes across whole organizations will be required.
Rezensionen / Stimmen
`Very insightful ... It should be very helpful to anyone who has to deal with the process of organizational change.'
Paul E. Lego, Chair and CEO, Westinghouse Electric Corporation `A timely contribution. Most major corporations are grappling with the issues discussed in this book. It provides a wealth of good ideas and real experience. I highly recommend it.'
Paul A. Allaire, Chair and CEO, Xerox Corporation `It is rare to read a book, like this one, in which all the contributions are excellent ... Each is full of food for thought. The authors go to the heart of the most difficult issues and their analyses are crisp and tight ... The book helped me to reflect, to agree, and to disagree. I recommend the book.'
Chris Argyris, Sloan Management Review `A readable and very relevant account of how organizations can, and should, transform their structures and practices to compete in the world economy.'
Long Range Planning
Sprache
Verlagsort
Zielgruppe
Illustrationen
line illustrations, tables
Maße
Höhe: 246 mm
Breite: 165 mm
Dicke: 37 mm
Gewicht
ISBN-13
978-0-19-506504-6 (9780195065046)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Herausgeber*in
Bunker Professor of Industrial Relations, Sloan School of ManagementBunker Professor of Industrial Relations, Sloan School of Management, MIT
Department of SociologyDepartment of Sociology, Wharton School, USA
Introduction
1: Thomas A. Kochan and Michael Useem: Achieving Systemic Organizational Change
I. Strategic restructuring
2: Ronald Dore: Japan's Version of Managerial Capitalism
3: Richard M. Locke: The Political Embeddedness of Industrial Change: Corporate Restructuring and Local Politics in Contemporary Italy
4: Michael Useem: Corporate Restructuring and Organizational Behavior
5: Paul M. Healy: The Effect of Changes in Corporate Control on Firm Performance
6: Edgar H. Schein: The Role of the CEO in the Management of Change: The Case of Information Technology
7: John C. Henderson and N. Venkatraman: Strategic Alignment: A Model for Organizational Transformation Through Information Technology
8: Rebecca M. Henderson: Technological Change and the Management of Architectural Knowledge
II. Using human resources for strategic advantage
9: Lisa M. Lynch: Using Human Resources in Skill Formation: The Role of Training
10: Deborah Gladstein Ancona and David E. Caldwell: Cross-Functional Teams: Blessing or Curse for New Product Development?
11: Thomas A. Kochan and Robert B. McKersie: Human Resources, Organizational Governance, and Public Policy: Lessons from a Decade of Experimentation
12: Lotte Bailyn: Changing the Conditions of Work: Responding to Increasing Work Force Diversity and New Family Patterns
III. Using technology for strategic advantage
13: John Paul MacDuffie and John F. Krafcik: Integrating Technology and Human Resources for High-Performance Manufacturing: Evidence from the International Auto Industry
14: Marcie J. Tyre: Managing the Introduction of New Process Technology: An International Comparison
15: D. Eleanor Westney: Organizational Change and the Internationalization of R&D
16: Michael S. Scott Morton: The Effects of Information Technology on Management and Organizations
17: Robert J. Thomas: Organizational Change and Decision Making About New Technology
IV. Redesigning organizational structures and boundaries
18: Michael J. Piore: Work, Labor, and Action: Work Experience in a System of Flexible Production
19: Stephan Schrader: Informal Information Trading Between Firms
20: Edward B. Roberts: Strategic Alternatives for Technology-Based Product and Business Development
21: Peter M. Senge and John D. Sterman: Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future
V. Leadership and change: the practitioners' perspective
22: Raymond Stata: A CEO's Perspective
23: Donald Ephlin: A Labor Leader's Perspective
Conclusion
24: Michael Useem and Thomas A. Kochan: Creating the Learning Organization
Contributors and Participants
Index
