Strategy and Capability: Continuous Organizational Change

Author: (USA) Salman et al. / Suo Jian et al.
Publisher:
Publish Date: 2005-06-01
Features: This book analyzes the current state and root causes of organizational change, explores organizational structure during transformation, the transformation process, and the culture of change, establishes a five-method model for improving organizational performance, clarifies strategy and organizational capabilities, proposes matching organizational structures with corporate strategy, uncovers the resource-based view of strategy and the strategic formulation process, refines resources and capabilities, rationality and strategy, organizational procedures, reshapes strategic advantage theory and organizational learning theory, forming adaptive organizations and organizational strategies. The book attempts to emphasize the deceptive simplicity and attractive yet misleading certainty of many suggestions provided to modern managers. Chapter establishes the overall framework of the book. It clarifies and emphasizes some major internal changes that have recently occurred within organizations, and identifies the key characteristics of these changes. Chapter 2 proposes the defining features of each of the five methods for improving organizational performance. Chapter 3 introduces and discusses two methods: the open method and the closed or absolute method. Chapter 4 proposes the resource-based approach. Chapter 5 describes how methods for analyzing organizational characteristics—such as structure, culture, systems, etc.—can influence strategic development methods. Chapter 6 examines strategic choices available to organizations, emphasizing the complexity and uncertainty inherent in the very meaning of strategy. Chapter 7 presents the final method for improving organizational performance, as well as a component frequently used and popularized in SRHM papers: the learning organization or adaptive organization. Chapter 8 summarizes the arguments and conclusions of the book.