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.

Complementarities in Organizational Innovation and Performance: Empirical Evidence from the INNFORM Survey

Complementarities in Organizational Innovation and Performance: Empirical Evidence from the INNFORM Survey
Complementarities in organizational innovation and performance: Empirical evidence from the INNFORM survey
SilviaMassiniAndrew M.Pettigrew

Recent theoretical and empirical literature on organizational change has analysed the implementation of organizational practices in sets and clusters. The evidence on clusters or systems of organizational practices suggests that they are correlated across firms and appear to be adopted consistently together, although not always immediately coherently. For example, firms are introducing practices for knowledge sharing, information technology (IT) systems and strategies, and new human resources (HR) practices. They are also managing hierarchies and developing networks: structuring the organization by projects, decentralizing operations and developing horizontal linkages (Pettigrew and Fenton, 2000a).

The notion of innovating in sets has been captured in organization ...

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