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 Action: Organizational Change and Performance in BP and Unilever 1985–2002
In Chapter 7 we showed how apparently foresightful and daring leaders who introduce coherent systems of organizational change are likely to be rewarded by significant performance improvements. Our pooled analysis of 538 Western firms revealed that the adoption of a full set of organizational changes (Structures, Processes and Boundaries) increased the probability of improving corporate financial performance. On the other hand, the adoption of partial systems of change (Structures and Processes or Processes and Boundaries) is likely to reduce financial performance. Interesting and significant as these results are, they leave many unanswered questions about the management processes of delivering performance ...