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Innovative Forms of Organizing By Andrew M Pettigrew

Innovative Forms of Organizing

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This title is concerned with where the fields of strategising and organising meet. This book examines the development of innovative forms of organising and company performance in organisations across Europe, Japan and the US.

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Innovative Forms of Organizing Summary

Innovative Forms of Organizing: International Perspectives by Andrew M Pettigrew

This book presents novel theoretical ideas and empirical findings where the fields of strategizing and organizing meet. At this boundary lie many of the most crucial theoretical and practical issues for management and managing.

Innovative Forms of Organizing, the eagerly awaited sequel to The Innovating Organization (SAGE, 2000), draws upon the comprehensive data sets of the INFORM programme of research, to examine the development of innovative forms of organizing and company performance in organizations across Europe, Japan and the United States.

Innovative Forms of Organizing establishes and develops three strong themes: organizing and strategizing; complementarities, change and performance; and the management of dualities in the modern corporation. The book then discusses the implications of its presented ideas for strategizing/organizing in the 21st century firm and the challenges for management researchers of conducting large scale, international comparative research. Innovative Forms of Organizing thereby illustrates 21st Century management research in 21st Century organizations across Europe, Japan and the USA.

This seminal international study will be a classic in the field for years to come for scholars and policy makers in academia, business and government who are interested in strategy, organization and international management.

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About Andrew M Pettigrew

Andrew Pettigrew is Professor of Strategy and Organisation at the Said Business School and Senior Golding Fellow at Brasenose College, both at the University of Oxford. He is a leading expert on strategy and change in both the public and private sectors. He launched his career with a highly-regarded ten-year study of chemical company ICI, connecting economic business research with a broader sociological approach. He has revolutionised the study of organisational development by combining historical, political and social contextual information with statistical and quantitative data. Professor Pettigrew's current research interests include the management of strategic change processes within organisations and the relationship between leadership, change and performance. Professor Pettigrew's background in sociology and anthropology, where contextual and historical study are vital, informs his research methodology. Pettigrew believes that his work is to 'catch reality in flight' and to 'give time to time', encouraging researchers to emulate historians and 'reconstruct past contexts, processes, and decisions'. Alongside his pure research, Pettigrew is concerned with practice and has been engaged internationally in consulting and advisory roles, from consulting on strategic change and management in the NHS to working with the boards of top corporations. He is Chairman of the Academic Sounding Board for McKinsey's worldwide organisation practice. Pettigrew also studies the processes, practices and performance of collaborative academic research, addressing the ways business schools and researchers themselves deal with decision-making, innovation and strategic change management. He works with both the European Foundation for Management Development (EMFD) and the UK's Economics and Social Research Council (ESRC) to understand and improve research in the social sciences and management. Pettigrew is author or co-author of 15 books and over 100 journal articles. He is recognised within the management community as one of the foremost researchers and practitioners in strategy and change management. In 2003 Pettigrew became only the third business school professor to be made a Fellow of the British Academy. He is a Fellow of both the British Academy of Management, and the US Academy of Management. He is also the only non-North American to be named a Distinguished Scholar of the US Academy of Management. He is the recipient of a Richard Whipp Lifetime Achievement Award by the British Academy of Management, and in 2009 he was awarded an OBE for services to higher education. Pettigrew has a degree in sociology at Liverpool University, and a PhD in industry sociology from Manchester Business School. Pettigrew lectured at Yale before returning to the UK, where he launched the Centre for Corporate Strategy and Change at Warwick University in 1985 and served as Dean of the University of Bath's School of Management until he joined the Said Business School in 2008. Pettigrew has been awarded honorary doctorates from the University of Linkoping in Sweden (1989), University of Liverpool (2010) and Copenhagen Business School (2010). Leif Melin, PhD, is Professor of Strategy and Organisation and the Hamrin Professor of Family Business Strategy at Joenkoeping International Business School (JIBS). He is the founding and past Director of Center for Family Enterprise and Ownership (CeFEO). He has served as Dean and Managing Director for JIBS. He was a founding researcher of the STEP project ( Transgenerational Entrepreneurship Practices) and has served as member for the Global STEP Project Board. In 2012, he was honored with the International award at the 26th anniversary conference of the Family Firm Institute, and he was also selected as a Family Owned Business Institute Scholar. He is the founder and annual co-chair of the EIASM Family Firm Research Workshop. He has published in international journals and book volumes, including Strategic Management Journal, Journal of Management Studies, Strategic Organization, Long Range Planning and Family Business Review. He serves on the editorial board of several international journals. Carlos J. Sanchez-Runde is professor and director in the Department of Managing People in Organizations. His areas of specialization include cross-cultural management, strategic human resource management, compensation and pay policies, and cooperative labor-management relations. He has held teaching and research appointments in the US, Chile, Argentina, Uruguay, Mexico and Peru. Prof. Sanchez-Runde earned his Ph.D. in management (human resources management) from the University of Oregon and his MBA from IESE. He also holds a law degree from the Universitat de Barcelona. He is the author or coauthor of the books Management across Cultures (Cambridge University Press, second edition in march 2013), Retos de la direccion de personas (FT-Prentice Hall, 2012), Competencias de la direccion de personas: Un analisis desde la alta direccion (People Management Skills: A Senior Management Analysis, 2004), Direccion estrategica de recursos humanos (Strategic Human Resource Management, 1997), and Firm strategy and human resource management: A case-study approach (doctoral dissertation, 1996). He has recently co-edited the following volumes: Innovative Forms of Organizing: International Perspectives (2003), and Multinationals, Institutions and the Construction of Transnational Practices (2006). He has also published numerous articles in both specialized and popular outlets such as Journal of World Business, Journal of Management Development, Organizational Dynamics, Journal of Business Ethics, Advances in International Management, Harvard-Deusto Review, Revista de Empresa y Humanismo, and Revista Internacional de Organizaciones. In addition, he has published several book chapters, research papers and technical notes and has delivered numerous presentations at international conferences. He also serves as consultant to companies like Accenture, Dow Chemical, Haier, Outokumpu and Roche. Frans Van Den Bosch is a professor of management interfaces between organisations and environment at the Department of Strategic Management & Entrepreneurship, Rotterdam School of Management, Erasmus University (RSM). Prof. Dr. Winfried Ruigrok (NL) is the Dean of the Executive School of Management, Technology & Law at the University of St.Gallen. He joined the university as a Professor of International Management in 1996 and has been the Director of the Research Institute for International Management (FIM-HSG). His research focuses on international restructuring strategies and performance implications, the internationalisation of top management teams and boards, multicultural management, and corporate governance. His papers have been published in leading scholarly and popular outlets, incl. Strategic Management Journal, Organizational Research Methods, Journal of Management Studies, Management International Review, Journal of Economic Behavior and Organization, Zeitschrift fur betriebswirtschaftliche Forschung, Financial Times, Neue Zurcher Zeitung, and Frankfurter Allgemeine Zeitung. He previously worked at Warwick Business School (UK), European Commission (Belgium), Rotterdam School of Management (NL), University of Amsterdam (NL), and Netherlands International Development Organisation (NL). He has worked with numerous international companies and organisations including Deutsche Post, Ernst & Young, European Commission, Freshfields Bruckhaus Deringer, Gore, Henkel, Hilti, Karstadt Quelle, Lonza, Nissan, Otto Versand, PricewaterhouseCoopers, RWE, and the Canton of St.Gallen.

Table of Contents

Innovative Forms of Organizing - Andrew M Pettigrew and Silvia Massini Trends in Europe, Japan and the USA in the 1990s PART ONE: ORGANIZING/STRATEGIZING The Challenge of Organizing/Strategizing - Richard Whittington and Leif Melin Leadership - Leona Achtenhagen, Leif Melin, Tomas M[um]ullern and Thomas Ericson The Role of Interactive Strategizing Learning and Continuous Change in Innovating Organizations - Leona Achtenhagen, Leif Melin and Tomas M[um]ullern A Cognitive Perspective on Strategizing/Organizing - Marjolijn S Dijksterhuis, Frans A J van den Bosch and Henk W Volberta PART TWO: COMPLEMENTARITIES, CHANGE AND PERFORMANCE Complementarities Thinking - Richard Whittington and Andrew M Pettigrew Complementarities in Organizational Innovation and Performance - Silvia Massini and Andrew M Pettigrew Evidence from the INNFORM Survey Complementarities in Action - Andrew M Pettigrew and Richard Whittington Organizational Change and Performance in BP and Unilever 1985-2002 Complementary Change - Evelyn M Fenton and Andrew M Pettigrew Towards Global Integration in Four Professional Service Organizations PART THREE: MANAGING DUALITIES IN THE INNOVATING ORGANIZATION Managing Dualities - Carlos J Sanchez-Runde and Andrew M Pettigrew People Management Dualities - Carlos J Sanchez-Runde, Silvia Massini and Javier Quintanilla Convergence and Divergence of Organizing - Arie Y Lewin, Silvia Massini, Winfried Ruigrok and Tsuyoshi Numagami Moderating Effect of Nation State Innovative Forms of Organizing - Leona Achtenhagen and Leif Melin Managing the Homogeneity-Heterogeneity Duality PART FOUR: CONCLUSION Innovative Forms of Organizing - Andrew M Pettigrew Progress Performance and Process Co-Producing Knowledge and the Challenges of International Collaborative Research - Andrew M Pettigrew

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Innovative Forms of Organizing: International Perspectives by Andrew M Pettigrew
Andrew M Pettigrew
Used - Very Good
SAGE Publications Inc
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