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.

Convergence and Divergence of Organizing: Moderating Effect of the Nation State

Convergence and Divergence of Organizing: Moderating Effect of the Nation State
Convergence and divergence of organizing: Moderating effect of the nation state
Arie Y.LewinSilviaMassiniWinfriedRuigrokTsuyoshiNumagami

The strategy and organization literature on organization adaptation and selection assumes that theories have universal application independent of the institutional constraints of nation state configuration. Institutional theory does explicitly incorporate the role of the state (the largest organization in the population) on organization change through coercive and normative isomorphic pressures. The focus, however, is on institutional forces as primary universal forces of change. In this chapter we consider the extent to which strategizing and organizing adaptation practices reflect specific country institutional configurations (Lewin et al., 1999) and whether these practices are converging or continue to diverge across the nation states of Germany, Japan ...

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