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.

Managing the Homogeneity–Heterogeneity Duality

Managing the Homogeneity–Heterogeneity Duality
Managing the homogeneity–heterogeneity duality

For a number of years, the economic landscape has been characterized by high environmental uncertainty and rapid change (cf. Huber, 1990), leading to high levels of complexity for organizations to master (cf. Bleicher, 1999). In this changing economic landscape, innovative organizing practices seem to be an increasing factor for competitive success (cf. Frese and von Werder, 1994; Whittington et al., 1999). The consequences of environmental uncertainty are manifested in reduced predictability of the form and character of organizations (cf. Stacey et al., 2000: 18). A perceived loss of control is evident, as complexity is seen as a loss of organizational control ‘when no one can sensibly and comprehensively account for all of it’ (Czarniawska-Joerges, 1992: 36).

The level of ...

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