Managing change in organizations by C A Carnall

By C A Carnall

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All of this is now known to us as supply chain management. He argues that networks based upon reciprocal obligation enable scale to be achieved without the problems of size and alienation referred to above. g. Japan, South Korea, Germany, northern Italy). In ‘low-trust’ societies stable networks can be created via cross-ownership but will certainly be more difficult to sustain. Increasingly, major corporates begin to work on the briefing of ‘social capital’ via value-added strategies. g. marketing development, senior management, finance).

Therefore, when forced to do so by those same short-term pressures, they often do so inadequately and in a volatile, even primitive, fashion. This further reduces risk taking, over time creating an organization within which the ‘fear of failure’ is very high indeed. There is a powerful ‘vicious circle’ in place continually reinforcing any tendency to underperformance. The opening Early in life cycle, low competition Depends on leaders not systems Maturity: steady state Growth and complexity. Management professionalised and developed The firm survives because of reputation and scale.

37 978ch03 22/10/02 11:04 AM 3 Page 38 The strategic management of breakthrough change Strategic management: the resource-based view Are markets autonomous or does availability of product and service influence demand? Where does the balance lie and/or does this balance shift? Was there a demand to fly between London and New York before the aeroplane was invented? Clearly people wished to travel between these places. But just as clearly the availability of the aeroplane led to them doing so by air, and the development of mass transport by air impacted patterns of travel, leisure and so on.

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