Integrative Management

As the globalization of business enterprise continues, more and more organizations are experimenting with cross-border and cross-company structures and forms of joint venturing involving non-traditional modes of association. In many cases, the success of these new ventures depends less on the construction of an elaborate legal framework than on the people involved - the degree to which the teams concerned are capable of embracing new patterns of cooperation and responsibility. In a practical sense, these enterprises need to define new solutions to the problems of power sharing within evolving operational structures. This book explores the options available to management for establishing partnerships in which joint activity can take place and collective responsibility can develop. Drawing on the work of Mary Parker Follett and other management writers, Graham questions the value of conventional theories of leadership and presents an alternative model more appropriate for today's complex business environment.