Transforming Organizations

Hardcover | April 30, 1999

EditorThomas A. Kochan, Michael Useem

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This book examines how organizations can, and should, transform their practices to compete in a world economy. Research results from a multi-disciplinary team of MIT researchers, along with the experiences and insights of a select group of industry practitioners, are integrated into a modelthat stresses the need for systemic and transformative rather than piecemeal or incremental changes in organization practices and public policy. This integration of research and experience results in an argument for a new organizational learning model--one capable of gaining advantage from employeediversity, cooperation across organizational boundaries, strategic restructuring, and advanced technology. The book begins with a foreword by Lester C. Thurow.

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From Our Editors

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 ...

From the Publisher

This book examines how organizations can, and should, transform their practices to compete in a world economy. Research results from a multi-disciplinary team of MIT researchers, along with the experiences and insights of a select group of industry practitioners, are integrated into a modelthat stresses the need for systemic and transf...

From the Jacket

This book examines how organizations can, and should, transform their structures and practices to compete in a world ecomony.

Thomas A. Kochan is at Massachusetts Institute of Technology. Michael Useem is at University of Pennsylvania.

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Format:HardcoverDimensions:432 pages, 9.57 × 6.5 × 1.61 inPublished:April 30, 1999Publisher:Oxford University Press

The following ISBNs are associated with this title:

ISBN - 10:0195065042

ISBN - 13:9780195065046

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Table of Contents

Introduction1. Thomas A. Kochan and Michael Useem: Achieving Systemic Organizational ChangeI. Strategic restructuring2. Ronald Dore: Japan's Version of Managerial Capitalism3. Richard M. Locke: The Political Embeddedness of Industrial Change: Corporate Restructuring and Local Politics in Contemporary Italy4. Michael Useem: Corporate Restructuring and Organizational Behavior5. Paul M. Healy: The Effect of Changes in Corporate Control on Firm Performance6. Edgar H. Schein: The Role of the CEO in the Management of Change: The Case of Information Technology7. John C. Henderson and N. Venkatraman: Strategic Alignment: A Model for Organizational Transformation Through Information Technology8. Rebecca M. Henderson: Technological Change and the Management of Architectural KnowledgeII. Using human resources for strategic advantage9. Lisa M. Lynch: Using Human Resources in Skill Formation: The Role of Training10. Deborah Gladstein Ancona and David E. Caldwell: Cross-Functional Teams: Blessing or Curse for New Product Development?11. Thomas A. Kochan and Robert B. McKersie: Human Resources, Organizational Governance, and Public Policy: Lessons from a Decade of Experimentation12. Lotte Bailyn: Changing the Conditions of Work: Responding to Increasing Work Force Diversity and New Family PatternsIII. Using technology for strategic advantage13. John Paul MacDuffie and John F. Krafcik: Integrating Technology and Human Resources for High-Performance Manufacturing: Evidence from the International Auto Industry14. Marcie J. Tyre: Managing the Introduction of New Process Technology: An International Comparison15. D. Eleanor Westney: Organizational Change and the Internationalization of RandD16. Michael S. Scott Morton: The Effects of Information Technology on Management and Organizations17. Robert J. Thomas: Organizational Change and Decision Making About New TechnologyIV. Redesigning organizational structures and boundaries18. Michael J. Piore: Work, Labor, and Action: Work Experience in a System of Flexible Production19. Stephan Schrader: Informal Information Trading Between Firms20. Edward B. Roberts: Strategic Alternatives for Technology-Based Product and Business Development21. Peter M. Senge and John D. Sterman: Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the FutureV. Leadership and change: the practitioners' perspective22. Raymond Stata: A CEO's Perspective23. Donald Ephlin: A Labor Leader's PerspectiveConclusion24. Michael Useem and Thomas A. Kochan: Creating the Learning OrganizationContributors and ParticipantsIndex

From Our Editors

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

Editorial Reviews

"A very valuable book....Both managers and researchers can draw a host of lessons from the collection, ranging from its questioning of panaceas and of technical change without human resource changes, to the highlighting of such neglected matters as middle management."--Industrial and LaborRelations Review