Makes explicit the organizational attributes and management practices frims must possess to be among the ranks of the "future firms."
Firms - like all living systems - must be congruent with, aligned with, compatible with their environments, or they will not survive. Among the features examined in depth are practices and structural arrangements that enable firms to more rapidly and effectively: sense and interpret threats and opportunities; get decisions made; acquire and manage knowledge; innovate; and change - while simultaneously dealing with the needs for efficiency, flexibility, and employee commitment.
Chapter 1 Dangerous Deficiencies ABOUT THIS BOOK Chapter 2 The Future Environments of Business OrganizationsSCIENTIFIC KNOWLEDGE AND IMPROVED TECHNOLOGY Scientific Knowledge Improved Technologies Mental Blocks to Imagining a Different World on the Same Planet Interim Summary and Transition 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 Consequences and Importance of Interpretation 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 Declines in Quality and Timeliness of Organizational Interpretations Enhancing Interpretation in Future Firms Faulty Interpretations Chapter 4 Organizational Decision Making Increasing Environmental Dynamism and Its Consequences Increasing Environmental Complexity and Its Consequences Increasing Competitiveness and Its Consequences Decision Maker Capabilities: Past, Present, Future 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 SEMATECHDIRECT, 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 CURRENT STRUCTURES AND PROCESSES Interim Summary and Transition 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 Staffing Practices Finding Expertise 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 DOWNSIZINGDownsizing 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 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