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"Managers are facing unprecedented complexity, volatility and ambiguity, quickly adapting their decision-making, leadership, vision, and strategies. Megatrends and forces of change have profound implications for business models, processes and organizational structures, calling into question current paradigms and designing future change. Additionally, unprecedented disruptions, unforecastable in their nature, have increased the need for resilience and strategic flexibility. The book aims at tackling the potential interrelations among environmental transformations, strategic decisions, and leadership, to better understand the role of external and internal factors on the effectiveness of managers. The book defines "change": its extent, nature and characteristics. Then, it focuses on decision-making, the role of potential cognitive biases and how the interaction with the perception of determined environmental events affects the way in which decision-makers decide to implement specific strategies. Finally, in the light of waves of strategic change, it reviews theories on leadership and transformation, by looking at the role and traits of leaders. Since environmental transformations have the potential to "disrupt" not only strategies but also decision-making processes and leadership, the book provides a review on the issue and propose an integrative framework which can be useful for both scholars and managers, especially in the fields of decision-making and strategy"--

New Organizational Forms, Controls, and Institutions -- Contents -- List of Figures -- List of Tables -- 1 Introduction -- Introduction -- Collective Learning and the Emergence of Institutions -- Self-Managing Teams, Regulation and Self-Regulation -- Generative Learning as a Defining Characteristic of a Learning Organization -- Challenges with a Decentered Regulation of Self-Managing Teams' Generative-Learning Conduct -- Book Structure -- References -- 2 Institutions and Organizations: The Role of Institutional Actors -- Introduction -- Institutions and Organizations: Roles -- Actors: Formal and Informal Institutions -- The Role of Institutional Actors for New Organizations -- Institutional Change and Organizational Change -- Conclusion -- References -- 3 External Institutional Pressures -- Introduction -- The Institutional Environment -- Organizational Field, Legitimation Mechanisms, and Isomorphic Processes -- Problems and Ordering Mechanisms -- Institutional-Based View -- Conclusion -- References -- 4 New Organizational Forms -- Introduction -- Overview on New Organizational Forms -- Characteristics of Self-Managing Teams -- Self-Managing Teams in the New Institutional Context -- Characteristics of Self-Managed Team-Based Organizations -- Individuals Within Self-Managing Teams -- Agile Software Development Methodologies: Instantiation of New Organizational Forms -- Why Organizations Embrace Agile Software Development Methodologies -- A Description of Agile Adoption -- Conclusion -- References -- 5 Institutions and the Role of Organizational Controls -- Introduction -- Institutional Logics and Broader Belief Systems -- Teams and Pressures for Legitimacy and Support from Stakeholder and Managers -- Conclusion -- References -- 6 Linking Organizational Controls and Organizational Learning: Theory -- Different Types of Organizational Learning

This book highlights the growing number of 'post-bureaucratic' firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirect forms of control, and aim to coordinate the activities of highly-skilled workers without relying on a bureaucratic superstructure. The chapters explore the tensions that exist between external and internal institutional forces. As new forms of control strategies emerge, mostly value-based, this book accounts for the cognitive categories, conventions, rules and logic that should be integrated and combined with traditional forms of managerial controls in order to enable co-existence with established bureaucratic frameworks. This book will be of interest to academics in the fields of organizational behavior and innovation management, and also practitioners and managers aiming to shift from a traditional hierarchical structure to post-bureaucratic forms.

Accomplishing sustainability in the agribusiness sector is a significant, yet time-sensitive, challenge, especially when balanced with the need to grow sufficient quantity and quality of food to keep the growing global population healthy. Through both quantitative and qualitative methods, this book explores the extent to which the agribusiness sector is already evolving to become sustainable and the ways in which innovation in the industry can help address sustainable development goals, particularly around zero hunger, gender equality, decent work, responsible consumption and production, and climate action. The contributors to this volume address the following key questions: What are the drivers and barriers for the agribusiness sector to become sustainable? Which business models best facilitate the implementation of sustainable goals? How can we measure the extent to which the agribusiness sector is becoming more sustainable? How can the agribusiness sector leverage recent technological advancements to achieve its sustainability goals? The analysis of the sustainability challenges for the sector ranges across various facets of the industry including employment, pre-production industries, agriculture, food processing, distribution, and trade. This book will be of significant interest to readers in agribusiness, innovation management, and sustainability.

Reflecting the emergence of new organizational forms and hybrid organizations, this edited collection explores the processes of exchange, collaboration and technological management that have changed organizational structures. By investigating the impact that inter-organizational collaboration can have on the production and implementation of ideas within new firms, this study contributes to the growing field of innovation and responds to the need for a greater understanding of renewed processes. The authors argue that collaborations need to go beyond existing practices to create emerging paths such as bricolage, experimentation, effectuation and learning. Drawing together a diverse body of literature on the internal dynamics that drive organizational change, Learning and Innovation in Hybrid Organizations presents multiple perspectives on combining organizational flexibility with learning and innovation, and provides implications for future practice.