Similar Search Results

Kulisch, Tony; Banner, David K. - In: Leadership & Organization Development Journal 14 (1993) 2, pp. 25-29

suggestions for successful implementation strategies. …

Persistent link: https://www.econbiz.de/10014923494

Downsizing and restructuring: lessons from the firing line for revitalizing organizations

Burke, Ronald J.; Nelson, Debra L. - In: Leadership & Organization Development Journal 18 (1997) 7, pp. 325-334

planning the revitalization efforts. The second stage, implementation, outlines the ways of smoothing the transition. The final …

Persistent link: https://www.econbiz.de/10014923667

Team Management on the Flight Deck

Margerison, C.J.; Davies, R.V.; McCann, D.J. - In: Leadership & Organization Development Journal 7 (1986) 4, pp. 1-26

management programme, its educational design and development, its key elements and implementation and tuition are discussed. It …

Persistent link: https://www.econbiz.de/10014923893

Towards a deeper understanding of strategic learning

Moon, Hanna; Ruona, Wendy - In: Leadership & Organization Development Journal 36 (2015) 6, pp. 657-674

founding pieces of the literature that composite the theory; and third, the most emerging literature in the strategy discipline … of strategic learning is introduced. Findings – In both strategy literature and organizational literature, the existing … strategic learning models can be evaluated to fully capture the distinctive aspects of learning in strategy process. Various …

Persistent link: https://www.econbiz.de/10014924797

Leadership for strategic change

Landrum, Nancy E.; Howell, Jon P.; Paris, Lori - In: Leadership & Organization Development Journal 21 (2000) 3, pp. 150-156

Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research...

Persistent link: https://www.econbiz.de/10014922678

Mission statements miss the point

Denton, D. Keith - In: Leadership & Organization Development Journal 22 (2001) 7, pp. 309-314

Research on mission statements has shown considerable variability in their value as well as equal disagreement about their value. Mission statements and strategic objectives are often created in the hope that they can help push the organization toward some desired destination. Every person and...

Persistent link: https://www.econbiz.de/10014922729

A framework for transformational change in organisations

Chapman, Judith Ann - In: Leadership & Organization Development Journal 23 (2002) 1, pp. 16-25

This article presents a framework for planned change processes that are transformational in nature. The framework provides a clear alternative to traditional approaches in organisation development (OD) which are generally suited to situations where smaller scale or incremental adjustments are...

Persistent link: https://www.econbiz.de/10014922736

Transforming an old economy company into a new economy success: the case of NTT DoCoMo

Kodama, Mitsuru - In: Leadership & Organization Development Journal 23 (2002) 1, pp. 26-39

Uses a case study to discuss factors for success in the course of achieving strategic innovation in the mobile Internet business field, specifically in the creation of new markets through the deliberate and strategic maintenance and subsequent integration of paradoxical organizations and...

Persistent link: https://www.econbiz.de/10014922737

Aligning factors for successful organizational renewal

Lester, Donald L.; Parnell, John A. - In: Leadership & Organization Development Journal 23 (2002) 2, pp. 60-67

risk. Or they can recreate themselves by altering their situation, strategy, structure, or decision‐making style. The … qualitative methodology. Results highlight the need for alignment among situation, strategy, structure, and decision‐making style …

Persistent link: https://www.econbiz.de/10014922739

Organizational flexibility for a changing world

Englehardt, Charles S.; Simmons, Peter R. - In: Leadership & Organization Development Journal 23 (2002) 3, pp. 113-121

Strategic flexibility is an increasingly sought‐after competitive element in today’s fast‐paced and changing world. Theoretical discussion on how to achieve flexibility includes, among other things, building dynamic capabilities, maintaining multiple options, and supporting horizontal...

Persistent link: https://www.econbiz.de/10014922746