A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Knowledge Management: An Organizational Capabilities Perspective

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

It is cleaaar that eventhough information technology (I/T) has evolved form its traditional orientation of administrative support toward a more strategic role within an organization, there is still a glaring lack of fundamental frameworks within which to understand the potential of I/T for tomorrow's organizations. In this paper, we develop a model for conceptualizing and directing the emerging area of strategic management of information technology. This model, termed the Strategic Allgnment Model, is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organlzational infrastructure and processes, and information technology Infrastuvture and processes--each with its own underlying dimenslons. We illustrate the power of this model in terms of two fundamental characteristics fo strategic management: strategic fit (the interrelationships between external and internal components) and functional Integration (integration between business and functional domains). More specifically, we derive foru perspectives for gulding management practice in this Important area.

Strategic alignment: leveraging information technology for transforming organizations

No business is an island: The network concept of business strategy

This is a study in industrial sociology; it a partial report, to be followed by another, of an investigation of singel factory seen in the light of Max Weber's theory of bureacracy.

Patterns of Industrial Bureaucracy.

Although the concept of “fit” appears to be a central theme in strategy literature, it has been inadequately defined as it relates to strategic management. A conceptual scheme based on two underlying dimensions—the conceptualization of fit and the domain of fit—is proposed to highlight differences among six schools of thought. Use of the classificatory scheme for addressing theoretical and managerial issues while employing the concept of fit in strategy research is discussed

https://www.jstor.org/stable/pdfplus/258291.pdf

Exploring the Concept of “Fit” in Strategic Management

"Wicked" problems can't be solved, but they can be tamed. Increasingly, these are the problems strategists face - and for which they are ill equipped.

Strategy as a Wicked Problem

Drawing on the relevant literature, this study develops seven key dimensions of planning systems, five reflecting their design aspects and two tapping the organizational context of planning. Discri...

Multi-Objective Assessment of Effectiveness of Strategic Planning: A Discriminant Analysis Approach

Managing strategic issues in a turbulent environment

The advocates of logical incrementalism and synoptic formalism in strategic planning emphasize, respectively, the interactive and analytical dimensions of the planning process. This paper suggests a framework for designing planning processes that permits a symbiotic integration of both approaches. In particular, synoptic exercises scheduled at intervals of more than a year, with incremental exercises in the intervening years are recommended.

John C. Camillus

Papers

Exploring the Concept of “Fit” in Strategic Management

Strategy as a Wicked Problem

Multi-Objective Assessment of Effectiveness of Strategic Planning: A Discriminant Analysis Approach

Managing strategic issues in a turbulent environment

Reconciling logical incrementalism and synoptic formalism—an integrated approach to designing strategic planning processes