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Managing a major technological change
152
Long Range Planning Vol. 26
February 1993
some well-known models with nonlinear predictors. A number of practically important models are formulated and simple recurrence formulas, similar to those of Kalman, are used in the sequential estimation of the parameters. Finally, a number of practical examples and applications are given.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - H U M A N RESOURCES
CLEMENT, I~. W.
The Changing Face o f Organizations Development: Views o f a Manager-Turned-Academic Business Horizons, 35 (3), 6-12 (May/June 1992). The field of organization development (OD) has improved substantially over the past two decades. Employee moral has long been a key issue and today performance issues are of growing concern. Other aspects are political obstacles, O D terminology and evaluation. There is now a recognition that practical tests are i m p o r t a n t - - O D does not occur in the laboratory.
tion activity. Thc argument juxtaposes inertia (or commitment to current strategy) and stress, the dissatisfactions that signal the need for renewal. To explore the details of this interaction, and its implications for the evolution of strategy over time, a formal model is developed. P~AJAGOPALAN,N. and FINKELSTEIN,S. Effects o f Strategic Orientation and Environmental Change on Senior Management Reward Systems Strategic ManagementJournal, 13, 127-142 (Summer 1992). A framework is developed that relates differences in strategic orientations and environmental conditions to four factors-availability of multiple options, programmability of behaviour, cause-effect ambiguity and outcome uncertainty. Hypotheses based on this framework are tested. Firms with more discretionary strategic orientations offer greater compensation, more outcome-based compensation plans and greater proportion of outcome-based cash compensation than firms with less discretionary strategic orientations.
HEYER, S. J. and LEE, R. V.
Rewiring the Corporation Business Horizons, 35 (3), 13-22 (May/June 1992). A study showed that only a quarter of executives in Fortune 500 companies believe that strategy implementation is consistent with strategy development. Corporate leaders are concerned about large companies' ability to execute strategies to bring success. The first task is to identify the right behaviour and then communicate in an understandable manner. Failure is due to management policies and systems. The third lesson is that effective implementation depends upon matching infrastrategies and infrastructures. EDWARDS, M. R.
Symbiotic Leadership: A Creative Partnership for Managing Organizational Effectiveness Business Horizons, 35 (3), 28-33 (May/June 1992). Symbiotic leadership emphasizes the benefits to management and associates for achieving organization effectiveness through mutual trust, participative leadership, team review, and symbiotic teamwork. It encourages maximum contribution by every organization member since each will know that contributions will be fairly evaluated and rewarded. LANGOWITZ,N. S.
Managing a Major Technological Change Long Range Planning, 25 (3), 79-85 (June 1992). The business environment is increasingly one of constant change, implying a need for speedy, flexible and adaptable responses by firms. This is nowhere more applicable than in handling technological development. Strategically this means that leadership creates, transmits and instills a vision of the future throughout the organization. Encouraging a 'learning organization' can assist in maintaining a fluid production capability. Taking a proactive stance towards technology is a key step in avoiding disruptive technological transitions. While a proactive stance may not guarantee success, a reactive posture is likely to cause a major crisis. HUFf, J. O., HUFF, A. S. and THOMAS, H.
Strategic Renewal and Interaction o f Cumulative Stress and Inertia Strategic ManagementJournal, 13, 55-75 (Summer 1992). Strategic renewal is accomplished in large and small ways. A four phase characterization proposal is made of how organizations move between state sustaining renewal and the more radical reconceptualizations that significantly alter organiza-
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - CORPORATE AFFAIRS
GINSBURG, L. and MILLER, N.
Value-driven Management Business Horizons, 35 (3), 23-27 (May/June 1992). Having a clear sense of vision, values and strategy are essential first steps for forging a winning posture. Certain steps are necessary to exploit a value-driven management system. These include identifying and prioritizing critical values, assessing customer perceptions, auditing management practices and developing a suitable reward system. The firm should become more successful with stakeholders as well as financially. HIGGINS, R. C. and BANNISTER,B. D.
H o w Corporate Communication o f Strategy Affects Share Price Long Range Planning, 25 (3), 27-35 (June 1992). Strategic credibility is of paramount importance in influencing key stakeholders and their investment decisions. The major ingredients of strategic credibility are: the perceived strategic capabilities of the firm; past corporate financial performance; CEO credibility; and the effectiveness of communication of corporate strategy. Companies that do not believe they are being fairly judged by the investment market would do well to undertake a comprehensive programme of self appraisal, strategy development to ehnance credibility, and targeted communication and education of both corporate executives and key outsiders. HUTCHINSON, C.
Environmental Issues: the Challenge for the Chief Executive Long Range Planning, 25 (3), 50--59 (June 1992). Environmental issues are increasingly being taken into consideration by management when strategic planning. The main issues that senior management should take into account concerning the environment are: population, pollution and the consumption of energy and goods. Environmentalism can be used as a marketing tool for expansion. Another expansion area is the environmental services sector. Environmental policy is clearly one of the areas requiring long range corporate planning and should eventually permeate the entire corporate organization.
Long Range Planning Vol. 26
February 1993
some well-known models with nonlinear predictors. A number of practically important models are formulated and simple recurrence formulas, similar to those of Kalman, are used in the sequential estimation of the parameters. Finally, a number of practical examples and applications are given.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - H U M A N RESOURCES
CLEMENT, I~. W.
The Changing Face o f Organizations Development: Views o f a Manager-Turned-Academic Business Horizons, 35 (3), 6-12 (May/June 1992). The field of organization development (OD) has improved substantially over the past two decades. Employee moral has long been a key issue and today performance issues are of growing concern. Other aspects are political obstacles, O D terminology and evaluation. There is now a recognition that practical tests are i m p o r t a n t - - O D does not occur in the laboratory.
tion activity. Thc argument juxtaposes inertia (or commitment to current strategy) and stress, the dissatisfactions that signal the need for renewal. To explore the details of this interaction, and its implications for the evolution of strategy over time, a formal model is developed. P~AJAGOPALAN,N. and FINKELSTEIN,S. Effects o f Strategic Orientation and Environmental Change on Senior Management Reward Systems Strategic ManagementJournal, 13, 127-142 (Summer 1992). A framework is developed that relates differences in strategic orientations and environmental conditions to four factors-availability of multiple options, programmability of behaviour, cause-effect ambiguity and outcome uncertainty. Hypotheses based on this framework are tested. Firms with more discretionary strategic orientations offer greater compensation, more outcome-based compensation plans and greater proportion of outcome-based cash compensation than firms with less discretionary strategic orientations.
HEYER, S. J. and LEE, R. V.
Rewiring the Corporation Business Horizons, 35 (3), 13-22 (May/June 1992). A study showed that only a quarter of executives in Fortune 500 companies believe that strategy implementation is consistent with strategy development. Corporate leaders are concerned about large companies' ability to execute strategies to bring success. The first task is to identify the right behaviour and then communicate in an understandable manner. Failure is due to management policies and systems. The third lesson is that effective implementation depends upon matching infrastrategies and infrastructures. EDWARDS, M. R.
Symbiotic Leadership: A Creative Partnership for Managing Organizational Effectiveness Business Horizons, 35 (3), 28-33 (May/June 1992). Symbiotic leadership emphasizes the benefits to management and associates for achieving organization effectiveness through mutual trust, participative leadership, team review, and symbiotic teamwork. It encourages maximum contribution by every organization member since each will know that contributions will be fairly evaluated and rewarded. LANGOWITZ,N. S.
Managing a Major Technological Change Long Range Planning, 25 (3), 79-85 (June 1992). The business environment is increasingly one of constant change, implying a need for speedy, flexible and adaptable responses by firms. This is nowhere more applicable than in handling technological development. Strategically this means that leadership creates, transmits and instills a vision of the future throughout the organization. Encouraging a 'learning organization' can assist in maintaining a fluid production capability. Taking a proactive stance towards technology is a key step in avoiding disruptive technological transitions. While a proactive stance may not guarantee success, a reactive posture is likely to cause a major crisis. HUFf, J. O., HUFF, A. S. and THOMAS, H.
Strategic Renewal and Interaction o f Cumulative Stress and Inertia Strategic ManagementJournal, 13, 55-75 (Summer 1992). Strategic renewal is accomplished in large and small ways. A four phase characterization proposal is made of how organizations move between state sustaining renewal and the more radical reconceptualizations that significantly alter organiza-
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - CORPORATE AFFAIRS
GINSBURG, L. and MILLER, N.
Value-driven Management Business Horizons, 35 (3), 23-27 (May/June 1992). Having a clear sense of vision, values and strategy are essential first steps for forging a winning posture. Certain steps are necessary to exploit a value-driven management system. These include identifying and prioritizing critical values, assessing customer perceptions, auditing management practices and developing a suitable reward system. The firm should become more successful with stakeholders as well as financially. HIGGINS, R. C. and BANNISTER,B. D.
H o w Corporate Communication o f Strategy Affects Share Price Long Range Planning, 25 (3), 27-35 (June 1992). Strategic credibility is of paramount importance in influencing key stakeholders and their investment decisions. The major ingredients of strategic credibility are: the perceived strategic capabilities of the firm; past corporate financial performance; CEO credibility; and the effectiveness of communication of corporate strategy. Companies that do not believe they are being fairly judged by the investment market would do well to undertake a comprehensive programme of self appraisal, strategy development to ehnance credibility, and targeted communication and education of both corporate executives and key outsiders. HUTCHINSON, C.
Environmental Issues: the Challenge for the Chief Executive Long Range Planning, 25 (3), 50--59 (June 1992). Environmental issues are increasingly being taken into consideration by management when strategic planning. The main issues that senior management should take into account concerning the environment are: population, pollution and the consumption of energy and goods. Environmentalism can be used as a marketing tool for expansion. Another expansion area is the environmental services sector. Environmental policy is clearly one of the areas requiring long range corporate planning and should eventually permeate the entire corporate organization.