Maintaining leadership legitimacy in the transition to new organizational forms

Article Abstract:

Numerous new organizational forms have been proposed for ensuring the continuous strategic renewal of a firm. In essence, these forms are distinguished by: (1) their emphasis on bottom-up entrepreneurship, and (2) their reliance on a cooperative network that allows these entrepreneurial units to share their competencies with one another. One of the key behaviors required for the success of such an organization is employee empowerment. We argue in this paper that the legitimacy of corporate leadership during the restructuring of a traditional bureaucratic organization is crucial to its eventual transformation to one of the new organizational forms. The current wisdom of a two-state transformation process, where an authoritarian restructuring precedes the more participative revitalization, is thus challenged. The transformation may get stalled after the restructuring stage because of top management's inability to empower the firm's employees at will, having lost their trust during restructuring. (Reprinted by permission of the publisher.)

Organizational change, Corporate reorganizations, Leadership

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Stakeholding: confusion or utopia? Mapping the conceptual terrain

Article Abstract:

The concept of stakeholding is difficult to grasp but can be defined as involving all who have some stake in seeing a company succeed. This includes employees, shareholders, executives and to some extent, customers. The various aspects of stakeholding are examined.

Investor Relations, Corporate culture

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Communities of practice, Foucalt and actor-network theory

Article Abstract:

This article discusses the relationship between organizational learning and the communities of practice theory. Topics include power relations, social cognition, and networking.

Behavior Theory, Social aspects, Criticism and interpretation, Human behavior, Social networks, Community organization, Cognitive learning, Foucault, Michel

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