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Organizational Change and AdaptationRemove Organizational Change and Adaptation →

New research on organizational change and adaptation from Harvard Business School faculty on issues including how companies can react to market disruptions, maximizing economic value while developing organizational capabilities, and how the FBI reinvented itself after 9/11.
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Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 6 The Value Structure of Technologies, Part 1: Mapping Functional Relationships

by Carliss Y. Baldwin

Technology shapes organizations by influencing the search for value—something that someone perceives as a good—in an economy made up of free agents. To understand the organizations that will develop and implement particular technologies we must first understand the technologies’ value structure, including three main issues that make it difficult to value technologies.

How Should Managers Deal with the Challenges of Building an Inclusive Workplace?

by James Heskett

SUMMING UP Few doubt the benefits of a diverse workplace. James Heskett's readers offer insights on the most effective management approaches to inclusion. Open for comment; Comment(s) posted.

Religion in the Workplace: What Managers Need to Know

by Dina Gerdeman

Two recent US Supreme Court cases demonstrate that religion in the workplace issues are increasing. How can managers be prepared? It starts with the right attitude, says Derek van Bever. Open for comment; Comment(s) posted.

Celebrating 'The Men and Women of the Corporation' 40 Years Later

by Robin J. Ely

Rosabeth Moss Kanter’s Men and Women of the Corporation inspired and informed a generation of scholars studying gender, status, and power. Robin J. Ely interviews Kanter about her groundbreaking research and why it remains relevant today. Open for comment; Comment(s) posted.

Amazon vs. Whole Foods: When Cultures Collide

by Michael Blanding

Amazon's acquisition of Whole Foods seemed a Wall Street dream come true. But then Amazon's data-driven efficiency met the customer-driven culture at Whole Foods—and the shelves began to empty. Dennis Campbell and Tatiana Sandino discuss their new case study. Open for comment; Comment(s) posted.

Two Decades Later, is the 'New Economy' Finally Here?

by James Heskett

SUMMING UP Have recent advances in technology such as artificial intelligence ushered in (finally) the "new economy?" Not so fast, answer James Heskett's readers. Open for comment; Comment(s) posted.

Using Language to Build a Global Company

by Sean Silverthorne

In her new book The Language of Global Success, Tsedal Neeley describes Japanese tech giant Rakuten's five-year effort to adopt English as its lingua franca of business. Open for comment; Comment(s) posted.

Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms

by Ryan Raffaelli, Mary Ann Glynn, and Michael Tushman

Organizations continuously face decisions about whether or not to adopt innovations. Often, however, senior teams do not adopt an innovation even when the organization has the resources to do so. Using real examples, this paper theorizes how the processes of cognitive and emotional framing inform managerial choices about whether or not to adopt innovations.

Reputation is Vital to Survival in Turbulent Markets

by Sean Silverthorne

Reputation and resilience are key ingredients that determine whether companies will survive tumultuous markets, according to a new paper by Geoffrey Jones, Tarun Khanna, Cheng Gao, and Tiona Zuzul. Open for comment; Comment(s) posted.

Break the Rules of How Business is Done

by Julia B. Austin

Making just small changes to how you do business inside and outside the company can help you attract bright employees and increase innovation, argues Julia B. Austin. Open for comment; Comment(s) posted.

When Business Performance Falters, is Culture Change the Fix?

by James L. Heskett

SUMMING UP: Culture change is not a cure-all for corporate management problems, but it is an important element to be considered, say James Heskett's readers. What do YOU think? Open for comment; Comment(s) posted.

How the FBI Reinvented Itself After 9/11

by Carmen Nobel

In the wake of the 9/11 attacks, the FBI was ordered to reorganize itself from a law enforcement agency to a national security organization. The transformation and the lessons it imparts are documented in a study by Ranjay Gulati, Ryan L. Raffaelli, and Jan W. Rivkin. Open for comment; Comment(s) posted.

‘Does 'What We Do' Make Us 'Who We Are'? Organizational Design and Identity Change at the Federal Bureau of Investigation

by Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin

Both the design and identity of the FBI changed greatly in the wake of the September 11, 2001 terrorist attacks. This study tracing the co-evolution of the Bureau’s organizational design and identity before the 9/11 attacks and through three subsequent phases finds that successful changes to organizational identity are likely to be delayed after a radical external shock: Management is likely to be constrained, appropriate design is probably unclear, or both.

Why Do Leaders Get Their Timing Wrong?

by James Heskett

SUMMING UP: Is good management timing primarily a function of strategy or culture? James Heskett's readers add their opinions. What do YOU think? Open for comment; Comment(s) posted.

Why Business IT Innovation is so Difficult

by Maggie Starvish

If done right, IT has the potential to completely transform business by flattening hierarchies, shrinking supply chains, and speeding communications, says professor Kristina Steffenson McElheran. Why, then, do so many companies get it wrong? Closed for comment; 6 Comment(s) posted.

Strategic Intelligence: Adapt or Die

by Michael Blanding

In his new book, Strategic IQ, Professor of Management Practice John R. Wells explains why adapting to changing circumstances isn't only smart, it's also a matter of survival. Closed for comment; 12 Comment(s) posted.

Is JC Penney’s Makeover the Future of Retailing?

by Kim Girard

The stuffy department store chain has become emboldened under new CEO Ron Johnson, with plans for an innovative store upgrade, simplified prices, and a brand polish. Professor Rajiv Lal discusses whether Johnson can repeat his previous magic at Apple and Target. Closed for comment; 45 Comment(s) posted.

Cheese Moving: Effecting Change Rather Than Accepting It

by Carmen Nobel

In his new business fable, I Moved Your Cheese, Professor Deepak Malhotra challenges the idea that change is simply something we must anticipate, tolerate, and accept. Instead, the book teaches readers that success often lies in first questioning changes in the workplace and, if necessary, in effecting new changes ourselves. Q&A plus book excerpt. Closed for comment; 12 Comment(s) posted.

The Death of the Global Manager

by Julia Hanna

The "global manager" was a coveted job description sought by many leaders for many years, but times have changed—now we are all global managers, says Harvard Business School professor emeritus Christopher A. Bartlett, coauthor of the classic business book Transnational Management. He reexamines the ever-changing nature of running multinational corporations while confirming that, six editions and 20 years later, some challenges remain the same. Key concepts include: Multinational corporations must pursue three core strategies to build layers of competitive advantage: exploit worldwide operations to build global scale efficiency; develop sensitivity and responsiveness to national differences; and leverage the world for information, knowledge, and expertise. The organizational capability of a company to rapidly develop and diffuse innovation is incredibly important but difficult to cultivate. The term "global manager" is a misnomer—we all operate in a global environment. Closed for comment; 18 Comment(s) posted.

Cincinnati Children’s Hospital Medical Center

by Julia Hanna

A recent Harvard Business School case by HBS professors Amy C. Edmondson and Anita Tucker explores how one hospital implemented its own version of health-care reform, taking overall performance levels from below average to the top 10 percent in the industry. From the HBS Alumni Bulletin. Key concepts include: The case offers valuable takeaways for future managers of any complex service organization. A key takeaway for students is the power of transparency as a mechanism for change. Benchmarking themselves to an internal standard helped the group get beyond rationalizing poor performance as an unavoidable consequence of the complexity of patient care. Closed for comment; 0 Comment(s) posted.