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Knowledge, integration, and the locus of learning: an empirical analysis of process development
developed by the Tavistock Institute of Human Relations. The other is business process reengineering which has recently emerged from researchers in the USA. These approaches are similar in their procedures although socio-technical design has a better theoretical basis and a strong methodology. Socio-technical design argues that when new work systems are being designed equal weight should be given to social and technical factors. Business process reengineering, in contrast, places most emphasis on gaining competitive advantage.
SWATMAN,P. M. C., SWATMAN,P. A. and FOWLER, D. C. A Model of EDI Integration and Strategic Business Reengineering The Journal of Strategic Information Systems 3 (1), 41-60 (March 1995) A model of EDI integration is developed as a series of four standard and recurring stages. The case of an Australian public sector organization which is in the process of making EDI a vehicle for business reengineering is examined. Only organizations mature enough to take a holistic view are likely to gain the comparative advantages which information technology offers. The implications for EDI as an enabler of major restructure are profound. BARNETT, W. P., GREVE, H. R. and PARK, D. Y.
An Evolutionary Model of Organizational Performance
Strategic Management Journal 15, 11-28 (Winter 1995) Organizations vary due to differences in their strategic positions and to differences in their competitive abilities. An evolutionary model in which there is a trade-off between these two sources of advantage is suggested. Managers often buffer their organizations from the disciplining forces of selection by seeking out positional advantages in the market. When this is done using multinunit structures, market position improves but organizational learning is retarded. Single-unit organizations benefit today from being exposed historically to competition--evidence of learning--while large, multiunit organizations do not. Implications for the study of strategic evolution are discussed. PISANO, G. P.
Knowledge, Integration, and the Locus of Learning: an Empirical Analysis of Process Development
Strategic Management Journal 15, 85-100 (Winter 1995) Data on 23 process development projects in pharmaceuticals are used to explore the broader issue of how organizations create, implement, and replicate new routines. A framework is presented which links
approaches to experimentation and the structure of underlying knowledge. The data indicate that in chemical-based pharmaceuticals, more emphasis on laboratory experimentation (learning-before-doing) is associated with more rapid development. In contrast, in biotechnology-based pharmaceuticals, a greater emphasis on laboratory experimentation does not seem to shorten process development lead times. There is no one best way to learn.
GINSBERG, A. Minding the Competition: From Mapping to Mastery Strategic Management Journal 15,153-174 (Winter 1995) Cognitive approaches to strategy have examined the subjective nature of business environments and competitive situations, but have failed to show how managerial mental models lead to superior economic performance. In contrast, resource-based views of strategy acknowledge the importance of managerial skills in creating economic rents, but have not examined the processes through which managerial cognitions lead to sustained competitive advantage. A sociocognitive capability approach is developed that integrates cognitive and economic theories. This approach: 1. identifies sociocognitive foundations of differentiation and cost; 2. examines how these foundations emerge from the process of strategy development; 3. explains how group capabilities influence this process; and 4. shows how human and organizational resources give rise to group capabilities. Implications and directions for future research are discussed. THAIN, D. H. and LEIGHTON,D. S. R. Why Boards Fail Business Quarterly 59 (3) 71-78 (Spring 1995) The failure of corporate boards to protect and enhance shareholder value has been widespread and worldwide. There are six key success factors. Authority depends on legitimacy and power. Tasks need to be well defined. Cultures have to be understood. Better selection processes, better organization and board leadership are crucial. HAECKEL, S. H.
Adaptive Enterprise Design: the Sense-andRespond Model
Planning Review42 (23), 6-13, (May/June 1995) The sense-and-respond model of adaptive enterprise provides firms with a new management tool to gain competitive advantage. It requires the adoption of a radically different form of governance. There are four basic principles. One is to design a firm specific governance mechanism to provide the context. Another is the need to incorporate personal accountabilities. A third principle is to design processes that Long Range Planning Vol. 28
August 1995
SWATMAN,P. M. C., SWATMAN,P. A. and FOWLER, D. C. A Model of EDI Integration and Strategic Business Reengineering The Journal of Strategic Information Systems 3 (1), 41-60 (March 1995) A model of EDI integration is developed as a series of four standard and recurring stages. The case of an Australian public sector organization which is in the process of making EDI a vehicle for business reengineering is examined. Only organizations mature enough to take a holistic view are likely to gain the comparative advantages which information technology offers. The implications for EDI as an enabler of major restructure are profound. BARNETT, W. P., GREVE, H. R. and PARK, D. Y.
An Evolutionary Model of Organizational Performance
Strategic Management Journal 15, 11-28 (Winter 1995) Organizations vary due to differences in their strategic positions and to differences in their competitive abilities. An evolutionary model in which there is a trade-off between these two sources of advantage is suggested. Managers often buffer their organizations from the disciplining forces of selection by seeking out positional advantages in the market. When this is done using multinunit structures, market position improves but organizational learning is retarded. Single-unit organizations benefit today from being exposed historically to competition--evidence of learning--while large, multiunit organizations do not. Implications for the study of strategic evolution are discussed. PISANO, G. P.
Knowledge, Integration, and the Locus of Learning: an Empirical Analysis of Process Development
Strategic Management Journal 15, 85-100 (Winter 1995) Data on 23 process development projects in pharmaceuticals are used to explore the broader issue of how organizations create, implement, and replicate new routines. A framework is presented which links
approaches to experimentation and the structure of underlying knowledge. The data indicate that in chemical-based pharmaceuticals, more emphasis on laboratory experimentation (learning-before-doing) is associated with more rapid development. In contrast, in biotechnology-based pharmaceuticals, a greater emphasis on laboratory experimentation does not seem to shorten process development lead times. There is no one best way to learn.
GINSBERG, A. Minding the Competition: From Mapping to Mastery Strategic Management Journal 15,153-174 (Winter 1995) Cognitive approaches to strategy have examined the subjective nature of business environments and competitive situations, but have failed to show how managerial mental models lead to superior economic performance. In contrast, resource-based views of strategy acknowledge the importance of managerial skills in creating economic rents, but have not examined the processes through which managerial cognitions lead to sustained competitive advantage. A sociocognitive capability approach is developed that integrates cognitive and economic theories. This approach: 1. identifies sociocognitive foundations of differentiation and cost; 2. examines how these foundations emerge from the process of strategy development; 3. explains how group capabilities influence this process; and 4. shows how human and organizational resources give rise to group capabilities. Implications and directions for future research are discussed. THAIN, D. H. and LEIGHTON,D. S. R. Why Boards Fail Business Quarterly 59 (3) 71-78 (Spring 1995) The failure of corporate boards to protect and enhance shareholder value has been widespread and worldwide. There are six key success factors. Authority depends on legitimacy and power. Tasks need to be well defined. Cultures have to be understood. Better selection processes, better organization and board leadership are crucial. HAECKEL, S. H.
Adaptive Enterprise Design: the Sense-andRespond Model
Planning Review42 (23), 6-13, (May/June 1995) The sense-and-respond model of adaptive enterprise provides firms with a new management tool to gain competitive advantage. It requires the adoption of a radically different form of governance. There are four basic principles. One is to design a firm specific governance mechanism to provide the context. Another is the need to incorporate personal accountabilities. A third principle is to design processes that Long Range Planning Vol. 28
August 1995