The necessary nature of future firms : attributes of survivors in a changing world /
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| Author / Creator: | Huber, George P. |
|---|---|
| Imprint: | Thousand Oaks, Calif. : Sage Publications, c2004. |
| Description: | xvii, 307 p. : ill. ; 24 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/5054015 |
Table of Contents:
- Chapter 1. Dangerous Deficiencies
- What Is Happening? What Is Not?
- The Role Of Top Management
- About This Book
- Chapter 2. The Future Environments of Business Organizations
- Scientific Knowledge And Improved Technology
- Scientific Knowledge
- Improved Technologies
- Mental Blocks to Imagining a Different World on the Same Planet
- Interim Summary and Transition
- The Complexity Of Future Environments
- Environmental Variety
- Environmental Density and Interdependence
- Interim Summary and Transition
- Environmental Dynamism And Competitiveness
- Velocity, Turbulence, and Instability
- Environmental Competitiveness
- Chapter 3. Sensing and Interpreting the Environment
- Facit Ab
- Importance Of Environmental Sensing And Interpretation
- Consequences and Importance of Interpretation
- Environmental Sensing In Future Firms
- Intelligence Gathering
- Intelligence Gathering As a Staff Function? As an Outsourced Function?
- Intelligence Gathering As Specialized Accountability
- Intelligence Gathering As Eclectic Responsibility
- Supporting Sensors
- Probing the Environment
- Sensing Early Responses to the Firm's Actions and Products
- Top Managers As Environmental Sensors
- Interpreting What Is Sensed
- Declines in Quality and Timeliness of Organizational Interpretations
- Enhancing Interpretation in Future Firms
- Faulty Interpretations
- Chapter 4. Organizational Decision Making
- Decisions And Decision Making Resource In Future Firms
- Increasing Environmental Dynamism and Its Consequences
- Increasing Environmental Complexity and Its Consequences
- Increasing Competitiveness and Its Consequences
- Decision Maker Capabilities: Past, Present, Future
- Decision Making Practices In Future Firms
- Ensuring Scope
- Ensuring Speed
- Effects of Forthcoming Information Technologies on Decision Speed and Scope
- IT Investments Focused on Analysis
- IT Investments Focused on Communication
- Tempting Practices
- Intuitive Decision Making
- Satisfying and Analogizing
- Firms' Responses to Personal Propensities to Use Short-cut Methods
- Chapter 5. Knowledge Acquisition: Organizational Learning
- Learning, Knowledge, And Innovation
- Organizational Learning: A Practice Whose Time Has Come
- Learning From Experience
- Highly Effective Learning Experiences: Designed Experiments
- Highly Effective Learning Experiences: Natural Experiments
- Highly Effective Learning Experiences: Learning from Action Probes and Operations
- Highly Effective Learning Experiences: Learning by Observing Samples of One or Fewer
- Learning From Others Vicarious Learning
- Absorptive Capacity
- Importing Knowledge in the Form of Expertise
- Enhancing Organizational Learning by Enhancing Individual Learning
- Introducing Learning Practices
- Chapter 6. Leveraging Learning through Knowledge Management
- Sematech
- The Four Repositories Of Organizational Knowledge
- The Need To Manage Knowledge
- Direct, Informal Knowledge Sharing
- An Example of How Motivation Can Negatively Affect Direct, Informal Knowledge Sharing
- Organizational Culture: An Achievable Solution to the Problem of Motivation?
- Knowledge Management Systems
- Motivational Issues in Knowledge Management Systems
- Managing Motivation in Knowledge Management Systems
- Situational Influences Favoring the Use of Extrinsic Motivators
- Long-lived traditions and cultures
- Increased use of teams, and of incentives for team performance
- Lower levels of organizational and group identification
- Person-to-Person Knowledge Sharing from a Distance
- Planned Knowledge Transfer Across Teams
- Capturing and Transferring Team Learning
- Obstacles to Intra-Organizational Knowledge Transfer, and Solutions
- Chapter 7. Innovation: The Integration and Exploitation of Knowledge
- Occupational Specialization
- Within-Firm Approaches To Integrating Knowledge: A Brief Recounting Of Current Structures And Processes
- Interim Summary and Transition
- Knowledge Integration Structures In Future Firms
- Changes In Intra-Firm Structures And Processes
- Dividing and Coordinating the Work
- Coordination Processes
- Inter-Firm Structures
- Knowledge Transfer Between Levels and Across Firms: A Brief Update on Current Practice
- Changes In Employment Practices
- Changes in Staffing Practices
- Finding Expertise
- Changes In Experts' Employment Strategies
- Factors Curtailing the Growth in Independent Contracting
- Chapter 8. Dealing with the Simultaneous Needs for Change, Productivity, Flexibility and Employee Commitment
- More-Than-Occasional Conflicts
- Change-Productivity Conflict
- Change-Commitment Conflict
- Change-Flexibility Conflict
- Productivity-Commitment Conflict
- Flexibility-Productivity Conflict and Flexibility-Commitment Conflict
- Downsizing
- Downsizing in the Future
- Forces Inhibiting Downsizing
- Loss of Organizational Knowledge
- Lower Productivity of Retained Employees
- Decreased Effectiveness of Inter-firm Relations
- Increases in Unwanted Turnover
- Use Of Temporary And Contract Workers
- Forces Inhibiting Use of Temporary Workers
- Change And Culture
- Environmental Effects on Future Firms' Cultures
- Environmental Effects on Management's Culture-managing Actions and Success
- Unintended Adverse Effects on the Firm's Culture
- How Cultures Affect the Ability of the Firm to Change
- Culture And Compensation
- Organizational Culture
- Changes in the Conditions Favoring Direct Supervision
- Changes in Conditions Favoring Pay for Performance
- Changes in Conditions Favoring Pay for Performance for Teams
- Changes in Conditions Favoring Use of Organizational Culture
- Epilogue
