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Article
Publication date: 1 December 1998

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09576059510078729. When citing…

3026

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09576059510078729. When citing the article, please cite: Stephen A.W. Drew, Peter A.C. Smith, (1995), “The new logistics management: transformation through organizational learning”, Logistics Information Management, Vol. 8 Iss: 1, pp. 24 - 33.

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International Journal of Physical Distribution & Logistics Management, vol. 28 no. 9/10
Type: Research Article
ISSN: 0960-0035

Article
Publication date: 1 August 1993

Stephen A.W. Drew and Alistair Davidson

A widespread interest in organizational learning has beenprecipitated by the need for radical change and strategic renewal inmany institutions. “Learning laboratories”…

Abstract

A widespread interest in organizational learning has been precipitated by the need for radical change and strategic renewal in many institutions. “Learning laboratories” or “microworlds” have been proposed as powerful tools for enhancing learning through experience. As costs of technology decline, and software becomes more accessible, the use of customized computer simulations in microworlds will become a feasible option for many management development programmes. Describes a leadership development programme in the telecommunications industry in which a customized microworld computer simulation was used to promote managerial learning, teamwork and co‐operation. Goals of the programme include development of a new paradigm for competition in the industry and a new vision for the organization. A unique feature of the programme was that success of the microworld was measured and systematically evaluated. A significant impact on improved co‐operation, individual and group learning was observed. Discusses characteristics of microworlds and challenges to simulation designers. Finally, presents some guidelines for successful microworld design, together with suggestions for future microworld application.

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Journal of Management Development, vol. 12 no. 8
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 March 1995

Stephen A.W. Drew and Peter A.C. Smith

It is advantageous to link organizational learning with strategiesfor restructuring, business process re‐engineering and corporatetransformation. Such radical change can…

7186

Abstract

It is advantageous to link organizational learning with strategies for restructuring, business process re‐engineering and corporate transformation. Such radical change can best succeed if attention is first paid to overall organizational readiness. Suggests a framework for conducting this type of “change audit”. Concepts of the learning organization can be utilized to “change proof” the firm – to increase its capacity to withstand and exploit unexpected and rapid change. Makes recommendations for combining implementation of a learning approach to strategy with successful, proactive change management.

Details

The Learning Organization, vol. 2 no. 1
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 November 1996

Stephen A.W. Drew

Presents an empirical stuFinancial institutions are accelerating change by seeking radical improvements in processes such as credit approval, new product development…

1704

Abstract

Presents an empirical stuFinancial institutions are accelerating change by seeking radical improvements in processes such as credit approval, new product development, claims processing and insurance underwriting. Describes an investigation of recent business process redesign (BPR) projects in North American and international institutions ‐ including banks, insurance companies and brokerages. Considers improvements in customer service quality, cycle‐time, head‐count, and cost measures. Develops and tests propositions about the organizational, technological and environmental factors which determine success or failure of BPR projects. Executive interviews and a mail survey revealed the importance of strategic planning practice, project organization, team organization, new technology and benchmarking. Different success factors were found to be associated with different types of BPR projects. Although the results of BPR are frequently less dramatic than claimed by its advocates, well‐conceived and managed projects can help the firm on a path of corporate transformation.

Details

International Journal of Bank Marketing, vol. 14 no. 6
Type: Research Article
ISSN: 0265-2323

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Article
Publication date: 1 February 1995

Stephen A.W. Drew and Peter A.C. Smith

Major change efforts, such as business process redesign andtransformation of the supply chain, can usefully be linked to anorganizational learning approach. Radical change…

2477

Abstract

Major change efforts, such as business process redesign and transformation of the supply chain, can usefully be linked to an organizational learning approach. Radical change stands a far greater chance of success if attention is first paid to overall organizational readiness. Suggests a framework for first conducting a “change audit” using a holistic and systemic view of the firm. Concepts of the learning organization can then be applied to increase flexibility and increase capacity to withstand and exploit unexpected and rapid change. Makes recommendations for successfully combining a learning approach to strategy with proactive and integrated logistics management.

Details

Logistics Information Management, vol. 8 no. 1
Type: Research Article
ISSN: 0957-6053

Keywords

Article
Publication date: 1 July 2006

Stephen A.W. Drew

The purpose of this paper is to describe the application of scenario planning methods to: identifying disruptive innovations at an early stage, mapping out potential…

5905

Abstract

Purpose

The purpose of this paper is to describe the application of scenario planning methods to: identifying disruptive innovations at an early stage, mapping out potential development paths for such innovations, and building appropriate organizational capabilities.

Design/methodology/approach

A combination of scenario planning with technology road‐mapping, expert analysis and creative group processes. The techniques described can be integrated with traditional tools of strategic technology planning. The paper presents a short illustrative case study and examples from practice.

Findings

Scenario techniques can be successfully applied to analysing disruptive innovation.

Practical implications

Scenario techniques help guide managers to more effective decision making by preparing for a wide range of uncertainty and by counteracting typical biases of over‐optimism and decision “framing”. The techniques presented can be used in executive development and in strategic planning for innovative and high‐tech industries.

Originality/value

This paper presents a novel way to combine scenario methods with technology road‐mapping and creative group analysis. It also provides an overview of the literature and research related to scenario planning for disruptive innovation.

Details

European Journal of Innovation Management, vol. 9 no. 3
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 1 April 1994

Stephen A.W. Drew

Economic and business restructuring has proceeded at a dizzy pace inCentral Europe since the overthrow of Communist Government andcentralized state planning. The…

370

Abstract

Economic and business restructuring has proceeded at a dizzy pace in Central Europe since the overthrow of Communist Government and centralized state planning. The development of effective business leadership is essential to the success of joint ventures involving Western firms and local entrepreneurial undertakings. However, many executives in Central Europe are inexperienced and lack basic managerial knowledge. North American and West European business schools have rushed in to fill the demand for Western business knowhow. Presents experiences of executive development in the Czech Republic and a critical review of the challenges which educators face in Central Europe. Suggests that the adaptation of Western models of management is required, and the content and design of programmes should be tailored to the organizational situation. Suggests, for consideration in future programmes, areas such as ethics, business and society and managerial simulations. The difficulties of radical change facing many organizations are not dissimilar from those currently facing Western firms. The potential for mutual experiential learning exists.

Details

Journal of Management Development, vol. 13 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 February 1994

Stephen A.W. Drew

Planned large scale reductions in head‐count, or down‐sizing, havebecome commonplace in many industries worldwide. In practice manydownsizings fail to achieve desired…

5174

Abstract

Planned large scale reductions in head‐count, or down‐sizing, have become commonplace in many industries worldwide. In practice many downsizings fail to achieve desired long‐term results. Presents results of a survey among large Canadian firms which suggests some reasons. Examination of strategic management of downsizing reveals weaknesses of both planning and implementation. Effective management of human resources is a prerequisite but failures often arise from inattention to other important aspects of organizational change. Suggests that a well‐thought‐out strategy should be accompanied by process innovation, business re‐engineering and organizational learning.

Article
Publication date: 20 September 2011

Stephen A.W. Drew

The purpose of this paper is to investigate the prevalence and types of business school centers/institutes – their role in business school development, ability to overcome…

1079

Abstract

Purpose

The purpose of this paper is to investigate the prevalence and types of business school centers/institutes – their role in business school development, ability to overcome disciplinary and organizational boundaries, and encourage innovation in programs and curricula.

Design/methodology/approach

The primary methodology is literature review and empirical survey using web data. The approach is exploratory, and summary case studies are presented to illustrate center/institute roles.

Findings

Business school centers/institutes are widespread and diverse in mission and activity. There is little previous research in the field. A model for forces driving center formation is also presented.

Research limitations/implications

Centers/institutes represent structural forms that can help implement strategies for change and innovation. This means administrators of business schools should consider centers/institutes as tools to strengthen strategic planning. The paper presents directions for further research.

Practical implications

The paper focuses on strategic planning by business school administrators, and reform and change in programs and curricula.

Originality/value

The paper takes a holistic view of the literature, provides a comprehensive survey of multiple types of center/institute, and links the roles of centers/institutes to strategic and structural change. It presents differences between US and international schools.

Details

Journal of Management Development, vol. 30 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 July 1995

Martin Fojt

Michael Kami, president of Corporate Planning Inc., recently said that “the success of an organization depends on the individual and collective knowledge of its people”…

Abstract

Michael Kami, president of Corporate Planning Inc., recently said that “the success of an organization depends on the individual and collective knowledge of its people”. This is very true, and highlights the importance of staying ahead in your particular field. The difficulties lie in deciding how to stay ahead. What strategies should be used, where it should be done and how much it will cost, are just a few of the issues that need to be addressed before tackling the knowledge debate.

Details

Education + Training, vol. 37 no. 7
Type: Research Article
ISSN: 0040-0912

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