This book presents novel theoretical ideas and empirical findings where the fields of strategizing and organizing meet. At this boundary lie many of the most crucial theoretical and practical issues for management and managing. Innovative Forms of Organizing, the eagerly awaited sequel to The Innovating Organization (SAGE, 2000), draws upon the comprehensive data sets of the INFORM programme of research, to examine the development of innovative forms of organizing and company performance in organizations across Europe, Japan and the United States. Innovative Forms of Organizing establishes and develops three strong themes: organizing and strategizing; complementarities, change and performance; and the management of dualities in the modern corporation. The book then discusses the implications of its presented ideas for strategizing/organizing in the 21st century firm and the challenges for management researchers of conducting large scale, international comparative research. Innovative Forms of Organizing thereby illustrates 21st Century management research in 21st Century organizations across Europe, Japan and the USA. This seminal international study will be a classic in the field for years to come for scholars and policy makers in academia, business and government who are interested in strategy, organization and international management.

People Management Dualities

People Management Dualities
People management dualities
Carlos J.Sánchez-RundeSilviaMassiniJavierQuintanilla
Introduction

New forms of competition require new ways of organizing firm activities. Many authors have pointed out that traditional forms of organization are not suited to our rapidly changing environments. Innovating organizations (Pettigrew and Fenton, 2000a) reduce the limitations of hierarchical and bureaucratic forms by transforming the liabilities of firm size and redesigning processes. At the same time, new ways of organizing are being used in conjunction with trends towards downsizing, delayering, organizing around smaller business units, increasing the number of profit centres, and entrusting lower levels with more autonomy (Miles and Snow, 1994: 100–1). In this way, they resemble ‘enabling bureaucracies’ which alleviate some negative characteristics of more traditional ways of organizing (Adler and Borys, 1996).

A major finding of ...

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