Transforming Organizations

Transforming Organizations

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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.
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Product details

  • Hardback | 432 pages
  • 161.5 x 238.8 x 32.5mm | 846g
  • Oxford University Press Inc
  • New York, United States
  • English
  • line illustrations, tables
  • 0195065042
  • 9780195065046

Review quote

`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 `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 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 `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
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Back cover copy

Some organizations are slow to change, and limited in scope when change does occur. Yet, without continuous and systematic organizational change, the competitiveness--even survival--of many organizations may be at risk. This book examines how organizations can, and should, transform their structures and practices to compete in a world economy. Research results from a multi-disciplinary team of researchers at Massachusetts Institute of Technology, along with the experiences and insights of a select group of industry practitioners, are integrated into a model that stresses the need for systematic and transformative rather than piecemeal or incremental changes in organization practices and policy. A team of scholars with expertise in the areas of corporate strategy, organizational behavior, human resource management, and the management of technology draw on research data collected from companies in the United States, Asia, and Europe to analyze current practices as well as to propose alternatives. This integration of research and experience results in an argument for a new organizational learning model--one capable of gaining advantage from employee diversity, cooperation across organizational boundaries, strategic restructuring, and advanced technology. The book begins with a foreword by Lester C. Thurow.
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