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Content available
Article
Publication date: 27 March 2007

Edward E. Lawler

3499

Abstract

Details

Strategic Direction, vol. 23 no. 4
Type: Research Article
ISSN: 0258-0543

Content available
Article
Publication date: 1 July 2006

James T. Walz

590

Abstract

Details

Leadership & Organization Development Journal, vol. 27 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 21 June 2011

Abraham B. (Rami) Shani and Susan Albers Mohrman

The chapters in this first volume of the book series “Organizing for Sustainable Effectiveness” captured a rich set of cases in which sustainable effectiveness was the…

Abstract

The chapters in this first volume of the book series “Organizing for Sustainable Effectiveness” captured a rich set of cases in which sustainable effectiveness was the central focus. Each chapter illuminated the development of a distinct sustainable system, and had a special focus on reporting theoretically informed and rigorously explored knowledge to guide purposeful design and learning approaches. Collectively the chapters highlighted the processes, organization and design, system regulation, and continuous learning approaches in complex organizational and multiorganizational systems that enabled simultaneous focus on and advancing of economic, social, and ecological outcomes. In this concluding chapter, we capture, via a comparative investigation, some of the learning from the cases about the development of new capabilities, design orientations, and learning mechanisms, and we chart directions for further research and managerial actions.

Details

Organizing for Sustainability
Type: Book
ISBN: 978-0-85724-557-1

Content available
Book part
Publication date: 12 August 2014

Abstract

Details

Reconfiguring the Ecosystem for Sustainable Healthcare
Type: Book
ISBN: 978-1-78441-035-3

Article
Publication date: 1 March 2000

Roger Connors and Tom Smith

Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers”…

Abstract

Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers” and say they haven't got time to think about organizational culture.

Details

Journal of Business Strategy, vol. 21 no. 3
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 January 1999

The evolution of the global village during the Information Age created a huge powershift from centralized bureaucracies to small decentralized organizations formerly on…

Abstract

The evolution of the global village during the Information Age created a huge powershift from centralized bureaucracies to small decentralized organizations formerly on the edges of power and influence, essentially a shift from the centers to the margins. This phenomenon can be seen in every part of the country, throughout the world, and in every aspect of life—economic, cultural, social, and political. Once‐dominant centers of business power and influence such as New York and Chicago are giving way to a more widely diffused and distributed pattern of power, with, for example, major banks in North Carolina and software developers in Seattle.

Details

Journal of Business Strategy, vol. 20 no. 1
Type: Research Article
ISSN: 0275-6668

Book part
Publication date: 25 July 2012

Susan Albers Mohrman, Abraham B. (Rami) Shani and Arienne McCracken

Purpose – This chapter frames the topic of organizing for sustainable health care in terms of the environmental trends that have rendered current health care approaches…

Abstract

Purpose – This chapter frames the topic of organizing for sustainable health care in terms of the environmental trends that have rendered current health care approaches unsustainable, the embeddedness of health care in society's triple bottom line, and the need to build adaptive capability within the complex health care ecosystem.

Design/methodology/approach – We synthesize documented trends and empirical findings regarding the viability of current approaches to health care, and provide a theoretically framed treatment of the adaptation process in the complex health care system that can lead to the emergence of sustainable approaches.

Findings – There is a misfit between current approaches to delivering health care and the requirements and trends in contemporary society. Fundamental transformation is required that entails a broadening of purpose, a future orientation, and a rethinking of how health care adds value and how it is embedded in society.

Originality/value – By reconceptualizing health care reform as intricately related to societal sustainability and the triple bottom line, we open the possibility of transcending a narrow focus on reengineering to create more efficient organizations and work processes that consume fewer resources and deliver greater value. We invite health care practitioners and scholars to rethink all the connections in the health care ecosystem, and the need to build in self-organizing capabilities and adaptive capacity. The cases in this book provide knowledge from systems engaged in fundamental transformation, analyzed through the lenses of theoretical frameworks that help us better understand essential dynamics involved in creating sustainable health care systems.

Details

Organizing for Sustainable Health Care
Type: Book
ISBN: 978-1-78190-033-8

Keywords

Abstract

Details

Gender, Athletes’ Rights, and the Court of Arbitration for Sport
Type: Book
ISBN: 978-1-78743-753-1

Article
Publication date: 1 March 2005

Ron Cacioppe and Mark Edwards

There are several stage‐based models of organisational development (OD) that provide a systematic overview of the developmental potential of organisations. This paper…

14297

Abstract

Purpose

There are several stage‐based models of organisational development (OD) that provide a systematic overview of the developmental potential of organisations. This paper compares four such models – Ken Wilber's integral theory, the spiral dynamics model of Don Beck and Chris Cowan, Richard Barrett's corporate transformation model, and William Torbert's action inquiry model – with the aim of presenting an integrated account of the stages of OD.

Design/methodology/approach

Integral theory is used as the basis for considering the theoretical scope of these other models of OD. The integral framework is specifically designed to recognise the valid insights of other models of organisational change and, as such, is well suited for situating those insights in a comprehensive and coherent approach for mapping the developmental paths of organisations. The models considered represent some of the more innovative OD approaches.

Findings

From the comparative analysis an integral model for OD is described. The description includes a new definition of OD which is based on integral theory's core developmental principles.

Research limitations/implications

The proposed framework provides a means for assessing the scope and specificity of other approaches to OD. It also provides criteria for distinguishing between those approaches that are concerned with incremental or continuous change and those that focus on transformative development.

Practical implications

The comparative analysis and resulting framework will assist practitioners and consultants in the OD field in developing a better understanding of the relationships between various stage‐based approaches to OD.

Originality/value

This paper provides a comprehensive framework that can assist in comparing and situating the many approaches to OD that are currently available.

Details

Leadership & Organization Development Journal, vol. 26 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Book part
Publication date: 28 September 2018

Helen Jefferson Lenskyj

Abstract

Details

Gender, Athletes’ Rights, and the Court of Arbitration for Sport
Type: Book
ISBN: 978-1-78743-753-1

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