Strategic renaissance
Article Abstract:
A study of organizational change by IMD business professor Derek Abell reveals a dichotomy between the structures of 'old' organizations involved in markets characterized by a lack of competition and stable product lines, and 'new' organizations, in which competition is intense and the market is evolving. Old organizations have static structures in which people have well-defined jobs and little mobility while new organizations have more flexibility and less strictly-defined jobs. Abell recommends five guidelines for managing change from the old to new corporation, including: business units should be organized to represent major business lines and market segments; personnel policies should promote initiative and entrepreneurship; and marketing management should interface with R&D, production, and human resources.
Publication Name: Multinational Business
Subject: Business, international
ISSN: 0300-3922
Year: 1990
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Emerging organizational forms: work and organization in the 21st century
Article Abstract:
The western world is seeing many irreversible changes in the ways in which work is done and in how it is organised. These changes will have a significant impact on corporate strategy and on how organisations operate. The external business environment is likely to remain very unstable over the next few years, with information technology changes being particularly significant. Against this background, companies must develop ways of dealing with continuous change.
Publication Name: European Management Journal
Subject: Business, international
ISSN: 0263-2373
Year: 1995
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Innovative forms of organizing in Europe and Japan
Article Abstract:
The widespread changes in organizational structures, processes and boundaries in contemporary organizations in Europe and Japan are discussed.
Publication Name: European Management Journal
Subject: Business, international
ISSN: 0263-2373
Year: 2000
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