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When a management system that works in one country is transferred to another country and fails, this indicates that there is something between management system and employee behavior that moderates the effect – presumably culture. In global networks and value-added chains, multinational corporations are challenged to design an organization under cultural influences – among others. They need to create organizational structures and cultures that manage multicultural diversity to balance out organizational flexibility and integration.
Continue reading “What it takes to design the multicultural organization”
Today it is almost impossible to anticipate detailed guidelines for employee behavior. Situated coordination and cooperation have become a part of the job. Consequently, working contract, working role and working behavior diverge. Companies have discovered subjectivity as a resource offering performance potentials like commitment, self-control and improvising that are expected to result in a decrease of the cost of coordination and control.
Continue reading “Organizational Citizenship Behavior can only be created the authentic way”
In a complex and dynamic environment organization units are challenged to produce new solutions where no specific rules or orders can be preset anymore. This self-organization requires an indirect leadership of the change processes. By increasing its learning ability, the company can increase its competitive advantage in several ways. It gives rise to more and more innovative ideas, it renews itself, and the ability to learn is one of the intangible resources that can hardly be copied.
Continue reading “How to facilitate change processes with organizational learning”