More than Bricks in the Wall: Organizational Perspectives for Sustainable Success (eBook)

A tribute to Professor Dr. Gilbert Probst

Lea Stadtler, Achim Schmitt, Patricia Klarner, Thomas Straub (Herausgeber)

eBook Download: PDF

2010 | 2010
XIII, 192 Seiten
Betriebswirtschaftlicher Verlag Gabler
9783834989451 (ISBN)

Infos

This book illustrates different organizational perspectives for achieving sustainable corporate success. Its contributions cover a range of research areas that have been developed at Prof. Gilbert Probst's Chair of Organization and Management at the University of Geneva over the past twenty years. By analyzing current research questions and highlighting corresponding managerial challenges, this book provides a comprehensive view on corporate growth, change management, crisis management, knowledge management, and managing corporate boundaries.

Lea Stadtler is a research and teaching assistant at the University of Geneva, Switzerland. She has a Master degree in International Business Administration (Otto-Friedrich University, Bamberg, Germany) and has a formal education certificate in Banking and Finance.
Achim Schmitt is a Professor at Audencia Nantes, School of Management, France and has a Ph.D. in Business Administration.
Patricia Klarner is a Professor at the Ludwig-Maximilians-Universität in Munich, Germany and has a Ph.D. in Business Administration.
Thomas Straub is a Professor at the School of Business Administration, Fribourg, Switzerland and has a Ph.D. in Business Administration. He is Associate Professor at the Department Chair of UNESCO, University of Bucharest, Rumania and Visiting Professor at the HEC, University of Geneva, Switzerland.

Inhalt

Endorsement for Prof. Probst’s Commemorative Publication 5
Foreword 7
Foreword 8
Table of Contents 10
Chapter 1: Corporate Growth 12
Graduation Day: How New Growth Initiatives Turn into Sizable Businesses 13
Abstract 13
Launching New Growth Initiatives 14
The Transition to Scale 15
Activity 1: Selling the Initiative Internally 16
Activity 2: Changing the Team Composition 17
Activity 3: Delegating Decision-making Authority 18
Activity 4: Building Cross-business Networks 19
Conclusion 20
References 20
Adoption of Strategic Initiatives: The Role of Global Teams during Piloting 22
Abstract 22
Conceptual Framework 23
Methodology 23
Results 24
Discussion 27
Implications for Practitioners 28
References 29
Major Challenges in Doing M& A – A Theoretical Approach
Abstract 30
Research Interest 31
A Comprehensive Model 32
Strategic Factors 32
Organizational Behavior Factors 33
Acquisition Experience 33
Relative Size 34
Cultural Compatibility 34
Financial Factors 34
Acquisition Premium 34
Bidding Process 35
Due Diligence 35
M& A Performance Factors
Synergy Realization 35
Absolute Performance 35
Relative Performance 35
Conclusion 36
Suggestions for Future Research 36
References 37
Leading Development 40
Abstract 40
Need for Continual Corporate Development 40
The Corporate Life Cycle 40
Leading Development 42
Transformational Leadership Approach 42
Components of Leading Development 43
1. Growth through Innovation 44
2. Customer Focus 45
3. Performance Focus 45
4. Leadership in the Development Process 46
Conclusion 46
References 47
Chapter 2: Constant Development through Organizational Change 48
Managing the Pace of Strategic Change: The Rhythm of Change as a Means of Balancing 49
Abstract 49
Single versus Repeated Strategic Change 49
Balancing between Change and Stability over Time 50
Empirical Study 51
Results 52
Qualitative Visual Examination of Strategic Change Rhythms 52
Quantitative Analysis of the Change Rhythm-performance Relationship 52
Discussion and Conclusion 53
References 55
Structuring Ambidextrous Organizations: Exploitation and Exploration as a Key for Long-Term Success 57
Abstract 57
Antecedents of Ambidexterity 57
The Exploitation-Exploration Dilemma 58
Innovation – an Answer to the Quest 59
Three Different Forms of Structural Ambidexterity 60
Temporal Separation 60
Structural Separation 60
Parallel Structures 61
Conclusion 62
References 62
Intangibles as Enablers – Key Success Factors and/or Inhibitors 65
Abstract 65
Methodology and Approach 65
Case study: Hewlett-Packard 66
Dialog between Science and Practice 67
Description of the Symptoms & Analysis of the Status Quo
Definition of the Vision/ Objective 68
Shared awareness of the problem 68
Leadership Coalition and Drivers 69
Communication 70
Recommendations 70
Conclusion 71
References 71
Chapter 3: Maneuvering through Organizational Crisis 73
When Crises Represent an Opportunity: Insights into Corporate Turnarounds 74
Abstract 74
A Successful Turnaround: The Kinky Boots Story 74
Corporate Turnarounds: Three Rumors, Three Answers 75
Rumor #1: Corporate turnarounds – an important research topic? 76
Rumor #2: Poor management as a source of corporate decline and failure? 77
Rumor #3: Corporate turnarounds – a focus on efficiency? 79
Insights into Corporate Turnarounds 80
Conclusion 81
References 82
Employment Downsizing: Causes, Costs, and Consequences 83
Abstract 83
Why Downsizing Happens 83
When Downsizing Is Appropriate 84
Downsizing Strategies 85
Downsizing Outside the United States 86
Be Able to Justify the Layoff 86
Be Prepared to Consult with Employee Representatives through Worker Councils or Trade Unions 86
Follow Relevant Laws in the Selection Process 86
The Costs of Downsizing 86
Short-term Considerations 86
Longer-term Considerations 87
International Variations 88
Consequences of Employment Downsizing 88
Effects on the Economy 88
Effects on the Organization 88
Keeping Workers Engaged and Involved 88
Knowledge-based Organizations 89
Overall Firm Performance 89
Downsizing and Innovation 89
Conclusion 90
References 90
Restructuring in a Crisis and in a Position of Strength: Practical Illustrations from the Tourism Industry 93
Abstract 93
Restructuring in a Crisis 93
Restructuring in a Position of Strength 97
Strategic Management in Turbulent Times 100
Abstract 100
“Never Waste a Good Crisis“ – The Power of Turbulences 100
“How Am I Impacted” – The Value of Strategic Assessments 101
„Where to Go“ – The Difficulty of Strategy Definition in Turbulent Times 103
Focus: Driving Full Potential from the Core 104
Expand: Expanding into Adjacencies with a Repeatable Formula 104
Redefine: Follow the Profit Pool 105
„What to Better Understand“ – The Way to Deal with Complementary Views 106
References 107
Chapter 4: The Knowledge Perspective of the Firm 108
Successfully Maintaining Participation in Virtual Communities of Practice 109
Abstract 109
A Summary of the Research Methodology 110
Findings 110
Objectives 110
Personal Interactions 111
A Virtual Platform 112
Leadership 113
Measurements 114
Discussion and Managerial Implications 114
Structural Level 114
Technological Level 115
References 117
The Development of Social Capital: On Managing Game-Players, Trade-off Makers and Low-Keys 119
Abstract 119
Research Design 120
Data Collection 120
Data Analysis 121
Results: Networking Configurations 122
Game-Players versus Trade-off Makers 122
Low-keys 123
Networking Strategy, Social Integration Measures and Network Characteristics 123
Discussion 123
References 124
Enhancing Knowledge Management at Holcim 126
Abstract 126
History of Knowledge Sharing at Holcim 126
Holcim iShare – Making Group Knowledge Easily Accessible 127
Holcim iShare Library 127
Holcim iShare Networks 128
Key Success Factors for Participation in Knowledge Sharing 129
References 129
Is This the Essence of Knowledge Management? 133
Abstract 133
Dream – The Power of Trust, Purpose, and Intent 135
Adapt - Collaboration Despite Ambiguity 136
Evolve – Creating Meaningful Contribution 137
First One: Adaptability 139
Next Competence: Mobility 139
The Next Capability Is: Innovation 140
This Leads Me to the Next Essential Competence: Knowledge 140
Ethical Behaviour 141
Chapter 5: Managing Inside and Outside the Firm 142
Proactive Work Orientation 143
Abstract 143
Agentic Work Behaviors 144
Self-directed Goal-setting 144
Self-directed Skill Development 145
Network Building 145
Agentic Work Behaviors - A Reinforcing Cycle 146
Agentic Behaviors and Proactive Work Orientation 146
Sense of Purpose - Control over Direction 147
Self-efficacy - Control over Contributions 147
Sense of Opportunity - Control over Participation 148
Proactivity and Career Success 148
References 149
International Ambidexterity: An Extant Challenge for Business Professors? 152
Abstract 152
Academia as a Palace of Paradoxes? 153
Ambidexterity in Academia– Solving Tensions 155
Ambidextrous Business Schools – the Dominance of Dual Structures 155
Ambidextrous Professors – the Dominance of Temporal Separation 157
The Ambidextrous Professor in a Globalized World 158
Conclusions 159
References 159
Managing Across Corporate Boundaries: Public-Private Partnerships 161
Abstract 161
Why Engage with Public Problems? Companies as Subsystems of Wider Society 162
Corporate Benefits from a PPP Engagement 162
Analyzing PPPs with System Theory 163
Change Management to Facilitate the Management of Public-private Partnerships 164
1. Establishing a Sense of Urgency 164
2. Forming a Powerful Guiding Coalition and Empowering Those Involved 165
3. Creating and Communicating a Shared Vision 165
4. Planning for Short-term Wins and Providing Clear Accountability 166
5. Consolidating Improvements and Producing Still More Change 166
Conclusions 167
References 168
Internal Complexities: Managerial Challenges in a Corporate Holding 171
Abstract 171
An Answer to a Complex Environment: The Human Organisation 171
1. Trading Synergies for Motivation 172
2. An Atmosphere of Trust 173
3. Recruit the Best – AND Let Them Run 174
Blessed Are the Poor in Spirit: For Theirs Is the Kingdom of Heaven 176
Abstract 176
Human Knowledge, a Success Story 178
Any Solution? Possibly Network Intelligence 180
Leadership to Render Network Intelligence more Productive 180
Population Growth, the Inevitable Bottleneck of Humanity 181
New Forms of Community Leadership for Growing Population 182
Plato’s Schematic View of Citizens Soul in That Utopian Society 183
Plato´s Different Classes in His Utopian Society 183
Plato´s Utopian State and Its Government 183
Athens, Two Millenia Later 184
Corruption – A Human Scourge at All Times 186
The shift from learning, understanding internalizing knowledge society to a more comfortable knowledge access society 187
Humanization of Robots versus Technologisation of Humans 188
Some Hypothesis as a Final Conclusion 192
It’s more than just Bricks in the Wall: Three Decades of Organizational Studies, Continued Learning, and Leadership 193
Author profiles 196

Produkt-Details

• Erscheint lt. Verlag: 17.8.2010
• Zusatzinfo: XIII, 192 p.
• Verlagsort: Wiesbaden
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: Change • Change Management • Corporate Growth • Festschrift für Prof. Probst • Knowledge Perspective • Leadership • Management • Organisation • organization • Organizational change • Organizational Crisis • Organizations
• ISBN-13: 9783834989451 / 9783834989451