As the pace of globalization and social change quickens, executives are correctly calling for greater agility, flexibility and innovation from their companies. Indeed, the premium on an organization’s ability to adapt and change should be at an all-time high. But it is not. Largely ignored in the calls for more agility is that organizations are designed to seek sustainable competitive advantages and stability. Buried deep in the managerial psyche, and bolstered by decades of theory and practice, is the assumption that stability is not only desirable and effective, but also attainable.
Content: Article
Authors: Christopher G. Worley, Edward E. Lawler III
Source: University of Southern California
Subject: Management
Authors: Christopher G. Worley, Edward E. Lawler III
Source: University of Southern California
Subject: Management
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