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The aim of this chapter is to approach marketing organization from a research perspective, research that reflects contemporary practices of the time. This is done through a review of some of the central texts in the field. The chapter starts by drawing attention to two previous attempts to review and revisit the field, two influential and frequently cited researchers and texts: Achrol’s (1991) frequently cited article entitled “Evolution of the marketing organization: New forms for turbulent environments” and Homburg and colleagues’ (2000) review a decade later entitled “Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure.”

The chapter then reviews the field around 2010, leading into the author’s own concluding reflections on how circumstances internal and external to organizations have affected the organizing of marketing. The chapter argues that while some ideas and changes after 2010 might be viewed as new, other changes are apparently old changes in new shapes. Attention is drawn to six areas of marketing organization research that have emerged and taken a central position in marketing organization research: (1) the adaptation of marketing practice and organization to various business trends, (2) market- and customer-oriented organizations, (3) shifts in marketing’s general role and influence within the firm, (4) marketing’s strategic role and connection to business management, (5) marketing’s interactions with other internal functions, and (6) marketing organization and the application of a wider spectrum of organization theories.

This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the organization, reflecting individual and contextual characteristics. In particular cases, organizations are designed for replicating routines for new ventures. The authors investigate one such case from the IT industry using a dynamic routine perspective and focus on how routines originally created by an organization are replicated in several new ventures. In more detail, the authors focus on how routine replication counter-intuitively allows for innovating in new venture creation. The authors find that routine replication supports entrepreneurial innovation in three ways: (1) the replicator organization’s accelerating routines unburden the replicator organization’s innovating routines; (2) the replicator organization’s accelerating routines unburden the new venture’s innovating routines; and (3) the new venture’s accelerating routines unburden the new venture’s innovating routines. The authors contribute to the discussion about the replication dilemma by conceptualizing “unburdening” as a mechanism that allows both routinization and innovation benefits to be reaped.

Until the late 1990s researcher described a new strategy and organization for MNCs. The new MNC was omnipotent in character, striving for many new competitive advantages. This paper reviews the literature and synthesizes the ideas behind this Omnipotent MNC. General themes and key organizational characteristics are identified. A survey among large Swedish companies illustrate that many of the identified changes has occurred during recent years. Finally, we discuss why this kind of research more or less vanished.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Presents a case study of how over the last six years a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new organizational body that has an entrepreneurial spirit and consists of different types of personnel, then continuously promoted emergent strategies. At the same time, in an attempt to implement strategic innovation the company integrated the above strategies with deliberate strategies practised by the existing line organizational body. Through a case study, discusses the factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, i.e. the creation of a new market through the creation of strategic communities based on cooperation between different organizations.

Evolution has long been a biological process “borrowed” by management sciences to define structural and procedural development in organizations. The theory of Darwinian Evolution in biology has existed for a long time and still (with modification) remains the main theory in life sciences. However in biotechnology new concepts have risen. In parallel, organization sciences have been evolving the concept of evolution on different levels of the organization, discussing the evolution of organization during their life cycle, the evolution of populations of organizations, sectors, etc. Directed evolution in biology creates new organisms that can produce molecules with attributes better fitting industrial use, from naturally occurring organisms, allowing new organisms to function in non‐biological environments and perform processes they never needed to perform in a natural environment. We will show that by translating the concept from biology into organization sciences, we can develop the techniques for the evolution of new organizational structures and fitting routines, that would fit new emerging environments, where we seek the best adapted routines and structures for performance. We will adopt the concept of directly evolving a structure fitting for pre‐designed purposes by using bio‐technology methods, and will try and bridge the gap in organization sciences between the current development of the evolutionary theory and the advance made in biology. At the end discusses opportunities for research (the European Framework Program, national programs), together with a proposed general plan of action. The theory and the techniques descried can lead to further research and active experimentation.

The Newtonian physics that formed the foundation of physical and social science for centuries is unwinding in the face of the new sciences. The principles of the new sciences shed needed light on the technologies of leadership in modern organizations. This paper links specific leadership technologies to four general principles taken from the new sciences. Together, these technologies and principles provide a new metaphor for organizational life and the work of leadership. This metaphor offers an alternative explanation of the leadership phenomenon generally, helps organizational actors ground their leadership activity in terms of the new sciences theory, and points to better ways to prepare ourselves for the demands of leadership in organizations. This, in turn, provides a way for leaders to better understand their organizational environment and links that understanding to an outline of skills, behaviors, and attitudes that can be used in practical leadership development programs.