Transformative Organizations Response Books_8 pdf

ACCULTURATION OF CROSS-BORDER ACQUISITIONS 247 Part II Trans-Asian Context [...]... Clarkson, M.B.E (1995) ‘A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance’ In Academy of Management Review, 20: 92–117 282 TRANSFORMATIVE ORGANIZATIONS Collins, M.E.(1995) ‘High-performance Teams and their Impact on Organizations In Journal for Quality and Participation, December, pp 24– 27 Conger, J.A (1989) The Charismatic Leader San Francisco et al.: Jossey Bass Deci,... blaming some new (negative) attitudes and processes in the firm All this leads to a consolidation of traditional attitudes and beliefs of the employees and of the management executives (even if 260 TRANSFORMATIVE ORGANIZATIONS suppressed) The performance is not supported but actually hindered by these controversies This even strengthens the negative perceptions and interpretations of the owner and his will... is looking for Modern HRM literature (e.g., Becker and Gerhart, 1996; Hiltrop, 1996) presents a broad overview of instruments for this, even with respect to small and mid-size enterprises 262 TRANSFORMATIVE ORGANIZATIONS PROVIDE A LEARNING CLIMATE! Last but not least, the case study showed once more that acculturation processes require substantial learning on both sides (Villinger, 1996) and that... Academy of Management Executive, 10: 52–61 Schmidt, R (1995) ‘Die Bedeutung der sozialen Beziehungen für die ostdeutsche Produktionsmodernisierung’ Berliner Journal für Soziologie, 5: 455–462 264 TRANSFORMATIVE ORGANIZATIONS Shanahan, D (1996) ‘From Language Learner to Multicultural Manager’ European Management Journal, 14: 315–320 Sydow J., A Windeler, M Krebs, A Loose & B van Well (1995) Organisation... from ‘Employees as co-intrapreneurs–a transformation concept’, Leadership & Organization Development Journal, 22 May, 2001, pp 193–211 (MCB University Press, ISSN 0143–7739), with permission 266 TRANSFORMATIVE ORGANIZATIONS In this chapter, the basic elements of an integrated process towards cointrapreneurship are presented using experiences of the firms in the Germanic context These elements refer to... system Micro context – Culture – Strategy – Organization – Personal structure Needs of central stake-holders – Customer – Employees – Share-holder – Suppliers – Society – Environment (B) Context 268 TRANSFORMATIVE ORGANIZATIONS Co-Intrapreneurship EMPLOYEES AS ‘CO -INTRAPRENEURS ’ 269 (B) CONTEXT 2 The macro- and micro conditions, as well as the resources, are the basic conditions for the co-intrapreneurial... extra-functional competencies In our own approach, only three key competencies were selected, namely conceptualization competencies (creative problem-solving for restructuring and continuous improvement), 270 TRANSFORMATIVE ORGANIZATIONS implementation competencies (effective persuasiveness and enforcement), and co-operative self-organization (social competencies) Fig 15.2: Co-Intrapreneurial Key-Competencies Conceptual... and Motivation (N=116, Wunderer & Bruch, 1999) 4 Co-intrapreneurial motivation and identification are first analyzed separately from relevant competencies and promoted in a targeted manner 272 TRANSFORMATIVE ORGANIZATIONS Our research into the nature and the distinctive features of the three selected key co-intrapreneurial competencies has led us to elevate the identification and motivation of employees... l intrapreneur customer satisfaction (internally as well as externally) ability to be innovative willingness to take a risk ability to implement and enforce opportunity- and profit- orientation TRANSFORMATIVE ORGANIZATIONS Table 15.1: Systems of Co-ordination EMPLOYEES AS ‘CO -INTRAPRENEURS ’ 275 be precise, social capital has recently been defined as the totality of all relations in a network, which... still apply, but have and will become less important Fig 15.4: Systems of Co-ordination Today and 2010 Source: Survey of HR-Managers from 28 international Swiss companies, Wunderer & Dick 2000 276 TRANSFORMATIVE ORGANIZATIONS 6 Structural-systemic management and development define the conditions which promote interactive and transformational management that is appropriate to both the situation and employees . cultural differences between the Eastern and 14 250 TRANSFORMATIVE ORGANIZATIONS the Western parts of Germany. Since the fall of the Berlin Wall in 1 989 , the transformation process in East Germany. 14.1: Model for Acculturation of Mergers and Acquisitions 252 TRANSFORMATIVE ORGANIZATIONS of East Germany. Between 1994 and 19 98, during numerous visits, 31 interviews (duration 30 minutes90. fear among the people, what will be now. ( ) I say, this is in fact the worst thing, 2 58 TRANSFORMATIVE ORGANIZATIONS this feeling, will you grow older in this firm for a few years more or will