Suchergebnisse

Healthcare, as it is currently organized, is not sustainable. Healthcare systems in the developed world are encountering increased demand for high quality healthcare but facing societal resource limits. Healthcare managers, professionals and academics worldwide are debating how to redesign its current organizational configurations and delivery paradigms to deliver more with less, amidst profound changes in demographics, increased cost of new technology and changing healthcare priorities. Healthcare is inextricably linked to the overall sustainability of society and it is critical that solutions are found. The chapters in this volume examine healthcare systems that are building the foundations for sustainable, high quality healthcare. Case-based analyses discuss substantive organizing changes aimed at operating within resource limitations, while taking advantage of new knowledge and medical advances that could have an unprecedented positive impact on the health of individuals and societies. The volume also explores the change capabilities and learning mechanisms that healthcare systems need in order to implement fundamental change and continue to improve over time.

Laterally oriented, fast-changing organizations make traditional performance management practices obsolete. Competitive companies need to embrace effective new approaches to managing performance.

We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail how the self-design learning system is shaped by the nature of change in a large, multi-level, multi-site organization. We also consider the unusual role of the action researcher in large-scale change.

Volume 3 of the Organizing for Sustainable Effectiveness series gives readers insights into how organizations use networks, partnerships, and collaboration to achieve better and more sustainable results. Volume editors Christopher Worley and Philip Mirvis contend that globalization and its complexities have produced economic, social, and environmental challenges that cannot be addressed effectively by single organizations acting alone. Informed by individual and comparative case studies contributed by 13 authors from around the world, the volume delves into how organizations build collaborativ