Restructuring within GE to Facilitate Strategic Change: A Self‐design Process Approach
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 1 January 1990
Abstract
Exonomic and competitive pressures have largely caused leaner and more responsive organisations to become the primary objectives of organisational designers over the past decade. Most of these initiatives, though, have been aimed at senior management levels and have yielded mixed results. Self‐design is a strategic restructuring alternative that can potentially overcome many of the liabilities of traditional design approaches and help engender employee commitment to today′s flatter, more decentralised organisation. Though there are many prescriptions evolving from conceptualisations of the self‐designing organisation, there are very few successful examples of self‐design in practice, especially as a strategic change management tool. This case study is intended to help fill this void and intertwine theory with the practice of self‐design.
Keywords
Citation
Borucki, C. and Sollazzo, J. (1990), "Restructuring within GE to Facilitate Strategic Change: A Self‐design Process Approach", Journal of Organizational Change Management, Vol. 3 No. 1, pp. 15-31. https://doi.org/10.1108/09534819010140122
Publisher
:MCB UP Ltd
Copyright © 1990, MCB UP Limited