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The necessary nature of future firms : attributes of survivors in a changing world

Author: George P Huber
Publisher: Thousand Oaks : Sage Publications, ©2004.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Huber (organizational change and redesign, U. of Texas- Austin) presents upper level managers with an accounting of the attributes firms must possess to survive in the future.

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Document Type: Book
All Authors / Contributors: George P Huber
ISBN: 0761930353 9780761930358 0761930361 9780761930365
OCLC Number: 502488220
Description: xvii, 307 p
Contents: Dangerous deficiencies --
What is happening? --
What is not? --
The role of top management --
About this book --
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 --
Summary and transition --
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 --
Interim summary and transition --
Interpreting what is sensed --
Declines in quality and timeliness of organizational interpretations --
Enhancing interpretation in future firms --
Faulty interpretations --
Summary and transition --
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 --
Interim summary and transition --
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 --
Interim summary and transition --
Tempting practices --
Intuitive decision making --
Satisficing and analogizing --
Firms' responses to personal propensities to use short-cut methods --
Summary and transition --
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 --
Summary and transition --
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? --
Structural approaches for facilitating direct, informal knowledge sharing --
Interim summary and transition --
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 ince.
Responsibility: George P. Huber.

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"The book is written in an easy style and has no management jargon. It also provides flow charts and appendices wherever necessary to facilitate understanding. The notes at the end of each chapter Read more...

 
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