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Erschienen in:
The World Is Changing Kapitel lesen Erstes Kapitel lesen

2016 | OriginalPaper | Buchkapitel

2. Six Basic Principles for a Changing World

verfasst von : Annika Steiber, Sverker Alänge

Erschienen in: The Silicon Valley Model

Verlag: Springer International Publishing

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Abstract

This chapter explains six core management principles that enable companies to deal with rapid and constant change. Various researchers have identified these principles, finding them to be effective in many kinds of firms. They include both organizational features and precepts for managing. The principles are: Dynamic Capabilities. A Continually Changing Organization. An Ambidextrous Organization (an “ambidextrous” company is able to optimize current operations while innovating). A People-Centric Approach. An Open, Networking Organization. And a Systems Approach. The chapter illustrates the principles with examples from companies that include IBM and a food-processing firm.

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Vorheriges Kapitel The World Is Changing
Nächstes Kapitel Silicon Valley: A Cradle of Management Innovation
Fußnoten
1
Steiber (2014).
 
2
Professor Eric Rhenman, a pioneer in the systems approach, introduced this definition. We prefer to use the term “elements” for Rhenman’s system “components” and will do so when discussing the systems concept in Chap. 9.
 
3
Teece (2007), p. 1320.
 
4
Penrose (1959).
 
5
Wernefelt (1984).
 
6
Prahalad and Hamel (1990), pp. 82–84.
 
7
Leonard-Barton (1992).
 
9
Teece (2007).
 
11
See for example Richtmyer (2002).
 
12
 
13
Harreld et al. (2006), pp. 33–34.
 
14
Ibid p. 29.
 
15
Brown and Eisenhardt (1997).
 
16
Ibid.
 
17
Brown and Eisenhardt (1998a).
 
18
Ibid, p. 6.
 
19
Brown and Eisenhardt (1998b).
 
20
Brown and Eisenhardt (1997).
 
21
Hamel (2011).
 
22
Ibid, p. 57.
 
23
Brown and Eisenhardt (1997).
 
24
Ibid.
 
25
Ibid.
 
26
Ibid.
 
27
Richard Florida has demonstrated these points repeatedly, in his book The Rise of the Creative Class and elsewhere, and so has the Danish scholar Steen Hoyrup.
 
28
Tidd and Bessant (2009).
 
29
Hamel (2011), p. 51.
 
30
Dallenbach et al. (1999).
 
31
Leifer et al. (2000).
 
32
The definition of vision as a vitalizing, attractive, realistic, and credible picture of the future of a business is inspired by Burt Nanus. See Nanus (1992).
 
33
Isaksen and Tidd (2006).
 
34
Hamel (2009).
 
35
Tidd and Bessant (2009).
 
36
Bel (2010).
 
39
See for example Teece (2007) or Kanter (1989).
 
40
Lawson and Samson (2001).
 
41
Interview July 2013 with Geoff Hollingworth, AT&T Foundry.
 
42
“Innovative skills may count for a great deal less than we once thought—unless we can learn to become better imitators ourselves.” Rosenberg and Steinmueller (1988), p. 234.
 
43
See for example MIT News Office (1999).
 
44
Chesbrough (2003).
 
45
The quotation is attributed to Welch in online sources such as Goodreads; other public figures have used the saying (or variations on it) as well.
 
46
As noted earlier under (2), the definition is from Eric Rhenman.
 
47
O’Connor (2008).
 
48
Steiber and Alänge (2013) used similar elements when describing the corporate system for innovation at Google Inc.
 
Literatur
Bel, R. (2010). Leadership and innovation: Learning from the best. Global Business and Organizational Excellence, 32(2), 71–87.CrossRef
Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1–34.CrossRef
Brown, S. L., & Eisenhardt, K. M. (1998a). Competing on the edge: Strategy as structured chaos. Boston: Harvard Business School Press.
Brown, S. L., & Eisenhardt, K. M. (1998b). Time pacing: Competing in markets that won’t stand still. Harvard Business Review, 76(2), 59–69.
Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press.
Dallenbach, U. S., McCarthy, A. M., & Schoenecker, T. S. (1999). Commitment to innovation: The impact of top management team characteristics. R&D Management, 29(3), 199–208.CrossRef
Hamel, G. (2009). Moon shots for management. Harvard Business Review, 87(2), 91–99.
Hamel, G. (2011). First, let’s fire all the managers. Harvard Business Review, 89(11), 48–60.
Harreld, J. B., O’Reilly, C. A., & Tushman, M. L. (2006, August 10). Dynamic capabilities at IBM: Driving strategy into action. White Paper Draft.
Isaksen, S., & Tidd, J. (2006). Meeting the innovation challenge—Leadership for transformation and growth. New York: Wiley.
Kanter, R. M. (1989). When giants learn to dance: Mastering the challenge of strategy, management, and careers in the 1990s. New York: Simon and Schuster.
Lawson, B., & Samson, D. (2001). Developing innovation capability in organizations: A dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377–400.CrossRef
Leifer, R., McDermott, C. M., O’Connor, G. C., Peters, L. S., Rice, M., & Veryzer, R. W. (2000). Radical innovation: How mature companies can outsmart upstarts. Boston: Harvard Business School Press.
Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13, 111–125. Special Issue: Strategy Process: Managing Corporate Self-Renewal, Summer 1992.
Nanus, B. (1992). Visionary leadership—Creating a compelling sense of direction for your organization. San Francisco: Jossey-Bass.
O’Connor, G. C. (2008). Major innovation as a dynamic capability: A systems approach. Journal of Product Innovation Management, 25, 313–330.CrossRef
Penrose, E. T. (1959). The theory of the growth of the firm. New York: Wiley.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(5), 79–91.
Richtmyer, R. (2002, July 31). IBM to buy PwC consulting. CNNMoney.
Rosenberg, N., & Steinmueller, W. E. (1988). Why are Americans such poor imitators? The American Economic Review, 78(2), 229–234.
Steiber, A. (2014). The Google model: Managing innovation in a rapidly changing world. Switzerland: Springer.CrossRef
Steiber, A., & Alänge, S. (2013). A corporate system for continuous innovation: The case of Google Inc. European Journal of Innovation Management, 16(2), 243–264.CrossRef
Teece, D. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.CrossRef
Tidd, J., & Bessant, J. (2009). Managing innovation: Integrating technological, market and organizational change (4th ed.). Chichester: Wiley.
Wernefelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.CrossRef
Metadaten
Titel
Six Basic Principles for a Changing World
verfasst von
Annika Steiber
Sverker Alänge
Copyright-Jahr
2016
Buch
The Silicon Valley Model

Print ISBN: 978-3-319-24919-3

Electronic ISBN: 978-3-319-24921-6

Copyright-Jahr: 2016

DOI
https://doi.org/10.1007/978-3-319-24921-6_2