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Adaptation without Strong Performance: organizations may converge with an environmental characteristic and not reap the benefits of strong performance Adaptation Depends on Competition: peer organizations may respond to decisions made that negate the benefits of an adaptive decision Adaptation is Difficult to Observe
It is a multilevel phenomenon that emanates as team members and teams recursively display behavioral processes and draw on and update emergent cognitive states to engage in change. Team adaptive performance is considered as the core and proximal temporal antecedents to team adaptation, which could be seen as a change in team performance in ...
In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. An extension of this concept is the agile enterprise, which refers to an organization that uses key principles of complex adaptive systems and complexity science to achieve success. [3]
Leading Change: Why Transformation Efforts Fail appeared in a 1995 issue of the Harvard Business Review, and his follow-up book, Leading Change published in 1996. Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life, published in 1998, is a bestselling seminal work by Spencer Johnson. The text describes the way ...
Responding to change over following a plan The practitioners cite inspiration from new practices at the time including extreme programming , scrum , dynamic systems development method , adaptive software development and being sympathetic to the need for an alternative to documentation driven, heavyweight software development processes.
Major changes to business processes have a direct effect on processes, technology, job roles, and workplace culture. Significant changes to even one of those areas require resources, money, and leadership. Changing them simultaneously is an extraordinary task. [18]
between 2008 and 2012, better performance than 25% of all directors The Robert J. Alpern Stock Index From October 2008 to December 2012, if you bought shares in companies when Robert J. Alpern joined the board, and sold them when she left, you would have a 32.5 percent return on your investment, compared to a 58.6 percent return from the S&P 500.
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills ...