Redesigning the Firm
The world in which firms compete is now global, increasingly dominated by technology, and rapidly changing. Old organization structures are too inflexible and static to permit firms to remain competitive. In this new book, experts from a major business school, the Wharton School at the University of Pennsylvania, explore a range of organizational models that managers can employ to meet the particular needs of their markets. Each chapter offers solutions that are broad-based rather than narrowly focused, and any academic terminology has been removed to make the text easily accessible to managers.
- Hardback | 296 pages
- 162 x 230 x 28mm | 598.74g
- 31 Aug 1995
- Oxford University Press Inc
- New York, United States
- line figures, tables
About Edward Bowman
Edward Bowman is Director of the Jones Centre for Management Policy at Wharton School, the University of Pennsylvania. Bruce Kogut is Associate Professor of Management at the same institution.
Back cover copy
Redesigning the Firm illuminates many of the challenges that confront the executive, approaching the issue from a wide variety of perspectives. The book considers, for instance, whether the firm's stockholders, directors, and managers should reevaluate how they distribute power and share information, and it explores why external board members often fail to exercise a strong voice in governance. It looks at the changing boundary of the firm, as partnerships and alliances have become more important, examining this new development in three types of market: emerging markets such as Eastern Europe, markets where economies of scale provide a critical advantage, and dynamic markets where speed is essential. It examines the use of suppliers in Japanese, American, and European firms, and finds the first to be most efficient.
Table of contents
FOREWORD ; ACKNOWLEDGEMENTS ; PARTICIPANTS ; TABLE OF CONTENTS ; 1. Introduction: redesigning the Firm ; I. BOUNDRIES, NETWORKS AND CORPORATE CONTROL ; 2. The Anomolies of Corporate Governance ; 3. Sustainable Competitive Advantage Through Alliance ; 4. Supplier and Buyer Networks ; II. SPEED, VARIETY AND FLEXIBILITY ; 5. Product Innovation in Mature Firms ; 6. Strategies for Product Variety: Lessons from the Auto Industry ; 7. How Control Systems can Support Organizational Flexibility ; III. FORM, SPACE AND TIME ; 8. The Design and Redisign of the Organizational Form ; 9. Organizing the Global Multinational Firm ; 10. How Firms Adapt to Evolving Markets ; IV. SUMMARY ; 11. Modularity and Permeability as Principles of Design
This book provides Wharton's unique perspective on contemporary business research and management thinking. * Booklist *