Abstract
We learned from our case studies and survey research that many managers still complain that the traditional organizational structures in Asian firms hinder innovation. One of the first priorities for the firms that want to innovate is to explore how they can adapt their organization and organizational culture to make it more conducive to innovation. If you feel you can identify with a tradition fighter, as described in the previous chapter, the ideas that we develop here will be of high priority to you.
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Notes
Lasserre P. and Schutte H., 1999, Strategies for Asia Pacific: Beyond the Crisis, Macmillan – now Palgrave Macmillan, Basingstoke.
More details about this can be found in De Meyer A., Mar P., Richter F.J. and Williamson P., 2005, Tigers Leap, Palgrave Macmillan, Basingstoke.
There is some work done by Kim W.C. and Mauborgne R., 2005, Blue Ocean Strategy, Harvard Business School Press, Boston.
Corstjens M. and Merrihue J., 2003, Optimal Marketing, Harvard Business Review, October pp.114–22.
De Meyer A. and Garg S., 2004, The National Library Board of Singapore, INSEAD case study.
Gautam K. and Sinha J., 2003, The Next Hurdle for Indian IT, The McKinsey Quarterly, (4).
Wu Y., 2003, China’s Refrigerator Magnate, The McKinsey Quarterly, (3).
Barton D., Coombes P. and Wong S.C.Y., 2004, Asia’s Governance Challenge, The McKinsey Quarterly, (2).
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© 2005 Arnoud De Meyer and Sam Garg
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De Meyer, A., Garg, S. (2005). Creating new organizations in Asia for the new challenges. In: Inspire to Innovate. Palgrave Macmillan, London. https://doi.org/10.1057/9780230512061_4
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DOI: https://doi.org/10.1057/9780230512061_4
Publisher Name: Palgrave Macmillan, London
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