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1 – 10 of over 7000The field of organization development is about change and development of organizational systems. One of the major barriers to system change is organizational silence, the fear of…
Abstract
The field of organization development is about change and development of organizational systems. One of the major barriers to system change is organizational silence, the fear of lower level to speak truth to power, and senior leaders' reluctance to seek the truth. Consequently, senior leaders whose role is to orchestrate strategic change that will develop the organization's capabilities do not know the whole truth about their system's capabilities to achieve its purpose and strategy and live to its values. Thirty years of enabling leaders to transform their organization through safe honest, collective, and internally public conversations using a structured process called the Strategic Fitness Process (SFP) has led to insights about why such conversations are powerfully transformative. After a brief description of the SFP, this chapter describes insights and supporting grounded data about why honest conversations were transformative when leaders fully embrace the practice and spirit of SFP. These insights were gained from facilitating and observing hundreds of honest conversations in progress. The findings have implications for how leaders aided by consultants can accelerate strategic change that will improve effectiveness and performance while simultaneously transforming trust and commitment.
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The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research…
Abstract
The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research program led to the development and evaluation of the Strategic Fitness Process (SFP) – a platform by which senior leaders, with the help of consultants, can have an honest, collective, and public conversation about their organization's alignment with espoused strategy and values. The research has identified a syndrome of six silent barriers to effectiveness and a dynamic theory of organizational effectiveness. Empirical evidence from the 20-year study demonstrates that SFP always enables truth to speak to power safely, and in a majority of cases enables senior teams to transform silent barriers into strengths, realign their organization's design and strategic management process with strategy and values, and in a few cases employ SFP as an ongoing learning and governance process. Implications for organization and leadership development and corporate governance are discussed.
Tobias Fredberg, Flemming Norrgren and Abraham B. (Rami) Shani
Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a…
Abstract
Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a timely manner to quickly changing customer demands without compromising technological excellence and quality is a complex task. This chapter builds on a five-year study of transformation efforts at a product development unit of Ericsson. The complexity of designing and managing learning mechanisms as both a transformation engine and a way to improve new product development is captured. The chapter points toward the challenges of designing and managing learning mechanisms that enhance organizational agility.
This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action…
Abstract
This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action and field research presented in my books and articles. It operationalized and makes actionable the ideas of Lewin and systems theorists. Its features are three organizational outcomes that must be achieved simultaneously, features of the system that must be targeted for change, six silent barriers to change, a governance system for continuous learning, change in large complex systems, and elements of a system that needed to immunize it against ultimate destruction.
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Bruno Fernandes Abrantes, Miguel Torres Preto and Nelson António
This paper aims to explore the characteristics of capability exchange within internationalizing small and medium enterprises (SMEs) of the Portuguese metallurgic and…
Abstract
Purpose
This paper aims to explore the characteristics of capability exchange within internationalizing small and medium enterprises (SMEs) of the Portuguese metallurgic and metal-mechanic sectors.
Design/methodology/approach
Multiple case research instrumentalizes a (manifest) content analysis based upon qualitative data gathered from the interviewing of the strategic apex of four multinational enterprises, codified in the light of the well-known Weber protocol.
Findings
The results uncover the existence of a multi-diffusional approach with a bi-directional regime of transferability, where reciprocal transference is non-simultaneous. Operational rigidities are asserted to be stifling the diffusion of capabilities across subsidiaries and hindering higher economies of learning.
Research limitations/implications
The current paradigm of international capabilization of the sector requires substantial enhancements in its design for the benefit of the firm’s international competitiveness, growth and wealth.
Originality/value
Organizational capabilities are a determinant of competitiveness. Hitherto, the phenomena of (capabilities) mobility and transferability are still acknowledged as a clear gap. This study opens, therefore, avenues on international capabilization in relation to the modeling and testing of global dynamic capabilities and its replicability across industries.
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David B. Szabla, James E. Stefanchin and Laraine S. Warner
Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with…
Abstract
Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with culture change, strategies based on logic and reason with new technology implementations, and power strategies with the introduction of new laws and legislation. However, to what degree are these suggested recommendations carried out in organizations? In this paper, we explored the extent to which change recipients perceive the use of theorist recommended strategies when undergoing specific types of organizational changes. Using survey research (N = 88), we investigated the perceived relationship between two components of change: change content and change strategy. The results partially follow the ideals proposed by previous theorists, but they also highlight a significant relationship between power-coercive strategies and episodic change events that is contrary to those ideals. For practitioners, our findings draw attention to the connection between change content and change strategy in the hope of offering some guidance to those change agents who must determine how to lead a particular change initiative. Additionally, since our investigation is original and exploratory, we incite future research aimed at understanding the congruency between change content and change strategy formulation.
Alec Levenson, Maura Stevenson and Alexis Fink
Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review…
Abstract
Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.
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Yantai Chen, Lu Liu, Weiwen Li, Zaiyang Xie and Chenchen Wei
Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such…
Abstract
Purpose
Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.
Design/methodology/approach
A systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.
Findings
The authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.
Originality/value
The authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.
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This paper presents an analytical framework for modeling and measuring strategic alignment. The resource-product-market (RPM) model is introduced as a means of representing the…
Abstract
Purpose
This paper presents an analytical framework for modeling and measuring strategic alignment. The resource-product-market (RPM) model is introduced as a means of representing the alignment of the firm's internal resources with its product lines and external markets. A strategic alignment index is defined to measure the degree of alignment represented by a model.
Design/methodology/approach
The RPM model is derived as an extension of prior research on diversification indexes. The strategic alignment index is mathematically defined and the properties of the model are characterized using graph theory. The approach is illustrated for two example firms.
Findings
The RPM model is flexible and can be used with different types and measures of resources, products and markets. The model represents strategy in a structural manner addressing a vertical type of alignment. The index ranges continuously from 0 to 1.0, providing a useful scale for measurement and comparison.
Practical implications
Practitioners may use RPM modeling to assess the current alignment of their respective firms and to identify strategic alternatives which increase alignment through a taxonomy of 13 strategic moves. The results of applying the model to ten firms are summarized.
Originality/value
The paper contributes to the literature by providing a new method for modeling firm strategy which integrates resource and industry views, thereby enabling a measurement of their alignment. The paper is also novel in the application of graph theory to management.
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This is another in a series of Strategy & Leadership “Masterclass” papers that aims at bringing senior managers up to speed on an emerging topic – in this case, leading adaptive…
Abstract
Purpose
This is another in a series of Strategy & Leadership “Masterclass” papers that aims at bringing senior managers up to speed on an emerging topic – in this case, leading adaptive change by harnessing the power of new tools such as positive deviance.
Design/methodology/approach
Noted strategic management observer Brian Leavy analyzes new tools and concepts for adaptive change offered by strategists Richard Pascale, Michael Beer and others.
Findings
The paper leads executives through the formidable challenge of uncovering positive deviant behaviors –that is, individual learning breakthroughs–and translating them into “collective learning.”
Practical implications
The positive deviance approach has shown itself to be effective in a wide variety of seemingly intractable challenges including elimination of MRSA in the Veterans Administration Hospital in Pittsburgh and the reversal of chronic sales underperformance at Merck, Mexico.
Originality/value
Senior executives seeking to manage adaptive change will welcome this thoughtful guide to newly available tools.
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