Description
Book SynopsisTraditional notions of stand-alone, "atomistic" organizations are giving way to new concepts about organizations and new modes of organizational interaction. This volume develops a number of systems perspectives and approaches that are essential in managing today's organizations.
Table of ContentsIntroduction: systems thinking and competence concepts; Integrating systems thinking and competence concepts in a new view of resources, capabilities, and management processes, J. Morecroft et al; Systems Concepts, Modelling Techniques, and the Analysis of Organizations as Dynamic Resource Systems; Resource management under dynamic complexity, J. Morecroft; Operationalizing the impact of competence-building on the performance of firms' resource systems, K. Warren; Innovation management under uncertainty - a systems dynamics model of R+D investments in biotechnology, L.M. Cloutier, M.D. Boehjle; Systems Approaches to Building and Leveraging Organizational Competences; A systems view of strategic organizational change and strategic flexibility, R. Sanchez, A. Heene; A competence view of firms as resource accumulation systems - a synthesis of resource-based and evolutionary models of strategy making, E. Mollona; From resources to processes in competence-based strategic management, P. Lorino, J.-C. Tarondeau; Systems Concepts and Models for Improving Management Decision Processes; Cognitive complexity in decision making and policy formation - a system dynamics perspective, J.M. Spector, P.I. Davidsen; Managing speed in competence-driven strategic renewal, V. Mahnke, J.H. Aadne; Systems thinking in managerial decision making, Jenshou Yang; Systems Concepts for Self-Managing Organizations; Strategic management at the point of inflection - systems, complexity, and competence theory, R. Sanchez.
