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This second volume in the Contemporary Trends in Organization Development and Change Series addresses one of the most complex and important issues for management and organization development today -- how to plan for and create an organization capable of not only competing but excelling in an almost impossibly turbulent and uncertain environment.
The book brings together a series of articles by practitioner-scholars. Those authors who have the responsibility for helping their organization create the future, and who also have the responsibility of helping us conceptually understand the process of strategic OD. In this book, you can sense the value of both of these voices – the practitioner and the scholar. These authors include organization development executives from global Fortune 500 organizations, major community service organizations, major academic contributors to the field, and OD practitioners from major consulting firms. Each author makes a unique contribution by providing strategies for planning the future, implementing change, and creating organizational capabilities for sustained success. New and current models for strategic organization development and candid discussions of issues, difficulties, and ways of coping with unanticipated events are provided. This book is dedicated to contributing to a better understanding and sharing of how major corporations, community service organizations, and OD consultants are experiencing and working with one of the most important organizational problems of today – how to manage change for success.
Foreword; Tim Goodly
Introduction
Part I. Past, Present, and Future of Strategic Organizational Development
A Brief Look at the Past, Present, and Future of Strategic Organization Development; Therese F. Yaeger and Peter F. Sorensen
The Future of Organizational Development and Its Alignment to the Business Strategy; Linda Sharkey
Strategic Organization Development: A Failure of True Organization Development?; Thomas C. Head
Part II. Perspectives and Strategies
The Chief Executive’s Role in Strategic Change: Lessons From U.S. Presidents; Thomas C. Head and Peter F. Sorensen
Global Leadership and Succession Management; Naseem Razi
Strategic Organization Development: An Invitation to the Table; Philip T. Anderson
Getting Strategy to Work: Achieving Strategic Effectiveness in Practice; Mark Holst-Mikkelsen and Flemming Poulfelt
Part III. Building and Implementing Strategy
Strategic Human Resources and Organization Development: Managing Change for Success; Jim Dunn
Valued Added: The Strategic Partnership of Human Resources and Organization Development; Susan Saxon
New Applications for Organization Development; Jimmy Brown
Turning Your Organization Inside-Out: Strategic Organization Development's Role in Shifting From a Quest for the Best to a Discovery of Strength; Jason A. Wolf
Strategic Organization Development: A Change Approach for Health Care Delivery; Barry Hahn
Strategic Leadership of Cultural Transformation at Advocate Health Partners; Roxanne Ray and Eric Sanders
Part IV. Global Issues
Understanding Organizational Context: A Key to International and Domestic Strategic Success; Robert C. Kjar
Subordinating National Culture to Corporate Culture: Implications for Organizational Structure, Leadership, and Operations; Paul E. Eccher and Thomas C. Head
Weaving Distinctive Multinational Outcomes: Embedded Strategic Organization Development; Mary Lou Kotekai
Strategies Versus Nonstrategic Organization Development in Overseas Chinese Family Firms: A Comparison of Traditional and Progressive Firms; Richard D. Babcock and Bertha Du-Babcock
About the Authors