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Managing Organizational Responsiveness

Toward a Theory of Responsive Practice

  • Authors
  • Claus Jacobs

Table of contents

  1. Front Matter
    Pages III-XVI
  2. Claus Jacobs
    Pages 1-4
  3. Claus Jacobs
    Pages 27-41
  4. Claus Jacobs
    Pages 43-55
  5. Claus Jacobs
    Pages 57-84
  6. Claus Jacobs
    Pages 121-143
  7. Back Matter
    Pages 145-154

About this book

Introduction

Responsiveness - conceived of as an organization's ability to listen, understand and respond to demands put to it by its stakeholders - has become a crucial, yet underresearched concept in strategic change and organization development.

Claus Jacobs develops a concept of enactive responsiveness that transcends the traditional stimulus-response metaphor by re-introducing the dialogical and relational dimensions of responsiveness. Based on an interpretive case study of a 12-month organizational change project in a health care organization, he conceptualizes responsiveness as a perceptive, reflective and adaptive capacity of an organization. Thus, this study contributes to the development of a theory and practice of 'organizational answerability'.

Keywords

Aktionsforschung Change Forschung, qualitative Organisation Organisationslernen Responsivität Strategie Strategisches Management organization organization development

Bibliographic information

  • DOI https://doi.org/10.1007/978-3-322-81119-6
  • Copyright Information Gabler Verlag | Springer Fachmedien Wiesbaden GmbH, Wiesbaden 2003
  • Publisher Name Deutscher Universitätsverlag
  • eBook Packages Springer Book Archive
  • Print ISBN 978-3-8244-0727-9
  • Online ISBN 978-3-322-81119-6
  • Buy this book on publisher's site