Abstract
As business becomes more highly competitive and interdependent, and the workforce reflects increasing multicultural diversity, organizations have been looking for new ideas to help them address these challenges. Galbraith has written about new organization design; Bennis, leaders; Garfield, peak performers; Peters and Waterman, customer focus; and Porter, competitive strategy (Galbraith, 1977; Bennis & Nanus, 1985; Garfield, 1986; Peters & Waterman, 1982; Porter, 1980). However, as you look at what happens inside many organizations, it is apparent that what exists on paper does not successfully get translated into organizational life nor can it be sustained. There is little attention given to the integration of the behaviors necessary to support these new designs.
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References
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© 1990 Plenum Press, New York
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Casper, I.G., Hengen, W.K., Morey, R.A. (1990). A Case Study of Comprehensive Cultural Change: Aligning the Business, Human Resource, and Change Strategies. In: Niehaus, R.J., Price, K.F. (eds) Human Resource Strategies for Organizations in Transition. Springer, Boston, MA. https://doi.org/10.1007/978-1-4684-5757-5_11
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DOI: https://doi.org/10.1007/978-1-4684-5757-5_11
Publisher Name: Springer, Boston, MA
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