Networks for manage change in international commercial organisations

Chapter
First Online:

Abstract

Competitive advantage and long-term survival requires commercial organisations to manage major change successfully. During periods of rapid global change, there is great potential in the use of networks to actively exploit as well as simply respond to major changes.

The chapter will demonstrate the insight provided by networks when studying major change. Furthermore the potential of networks is illustrated as a practical concept to help management identify options that will deliver rapid and sustainable change in traditional organisations

Keywords

Extreme Event Senior Management Complex Adaptive System Quantitative Risk Assessment Commercial Organisation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Andriani P, McKelvey W (2006) Beyond Gaussian Averages: Redirecting management research toward extreme events and power laws, Durham Business School, research paper, June 19, 2006.Google Scholar
  2. De Geus AP (1997) The Living Company: Habits for survival in a turbulent business environment, Longview publishing, Washington.Google Scholar
  3. Erwin G, Priest S, Tebo PV, Baker JA III, Rosenthal I, Bowman FL, Hendershot D, Leveson N, Wilson DL, Gorton S, Wiegmann DA (2007) The report of the BP US Refineries independent safety review panel, Houston, Jan 2007.Google Scholar
  4. Hamel G (1999) Bringing Silicon Valley Inside, Havard Business Review Sept-Oct 1999.Google Scholar
  5. Harter N (2007) Leadership and the promise of simplification, Page 333–348, Complex Systems Leadership Theory, Ed Hazy, Jeffrey & Lichtenstein, ISCE Publishing, Mansfield USA.Google Scholar
  6. Hirotaka T, Osono E, Shimizu N (2008) The contradictions that drive Toyota's success, Harvard Business Review, June 2008.Google Scholar
  7. Jennings PL, Dooley KJ (2007) An emerging complexity paradigm in leadership research, page 17–32, Complex Systems Leadership Theory, Ed Hazy, Jeffrey & Lichtenstein, ISCE Publishing, Mansfield USA.Google Scholar
  8. MacKenzie D (2008) Facts of life that banks can't ignore, New Scientist, 25 October 2008.Google Scholar
  9. McMillan E (2002), Tackling industrial complexity: the ideas that make a difference, Papers from the 2nd International Conference of the Manufacturing Complexity Network, University of Cambridge, UK 9–10 April 2002 Edited by Gerry Frizelle, Huw Richards Published by the Institute for Manufacturing, University of Cambridge on behalf of the Manufacturing Complexity Network.Google Scholar
  10. Ormerod P (1998) Butterfly Economics: a new general theory of social and economic behaviour, Faber & Faber, London.Google Scholar
  11. Panzar P, Hazy JK, McKelvey B, Schwandt DR (2007) The paradox of complex organizations as integrative influence, page 305–332, Complex Systems Leadership Theory, Ed Hazy, Jeffrey & Lichtenstein, ISCE Publishing, Mansfield USA.Google Scholar
  12. Pascale R T, Millemann M, Gioja L (2000) Surfing on the edge of chaos, page 94, Three Rivers Press, New York.Google Scholar
  13. Stiglitz J (2006) Making globalization work, W W Norton, New York.Google Scholar
  14. Taleb NN (2007) The Black Swan, Allen Lane, New York.Google Scholar
  15. Weick KE, Sutcliffe KM, Obstfeld D (1999) Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior, Volume 21, pages 81–123, JAI Press Inc.Google Scholar

Copyright information

© Springer-Verlag US 2009

Authors and Affiliations

  1. 1.Safety & Operations, BPMill Farm House, Ravensworth,North YorkshireUK

Personalised recommendations