Leveraging intellect

Academy of Management Executive

Volumn 19, Issue 4, 2005, Pages 78-94

  Quinn, James Brian ^a,b   Anderson, Philip ^a   Finkelstein, Sydney ^a  

^a DARTMOUTH COLLEGE   (United States)

^b UNIVERSITY OF DENVER   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 32044455509     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2005.19417909     Document Type: Review

References (43)

1. "The National Income and Product Accounts of the United States," Series in Survey of Current Business. 1995. (Tables 6.3B and 6.4C).
2. This structure was first published in an interview article, I. B. Quinn with A. Kantrow, McKinsey Review, Spring edition, 1995.
3. For a thorough discussion of the learning curve literature, see J. M. Dutton, J. E. Butler, "The History of Progress Functions as a Managerial Technology," Business History Review, Vol. 58 No. 2 (1984) pp. 204-233.
4. J. B. Quinn, The Intelligent Enterprise (New York, NY: The Free Press, 1992) develops the arguments for this in detail.
5. An excellent discussion of group and organization-level learning as opposed to individual learning is contained in L. Argote, "Group and Organizational Learning Curves: Individual, System and Environmental Components," British Journal of Social Psychology, Vol. 32 (1993) pp. 31-51.
6. E. M. Rogers, R. Agarwala-Rogers, Communication in Organizations (New York, NY: Free Press, 1976).
7. J. B. Quinn, Intelligent Enterprise (New York, NY: Free Press, 1992).
8. Our discussion draws heavily from the literature on managing professionals. See for example D. H. Maister, Managing the Professional Service Firm (New York, NY: Maxwell Macmillan International, 1993)
9. or J. A. Raelin, The Clash of Cultures: Managers Managing Professionals (Boston, MA: Harvard Business School Press, 1991).
10. The best book of readings covering a broad range of issues in managing professionals is R. Katz (ed.). Managing Professionals in Innovative Organizations: A Collection of Readings (Cambridge, MA: Ballinger, 1988).
11. Made in connection with National Academy of Engineering, Technology in Services: Policies for Growth, Trade and Employment (Washington, D.C.: National Academy Press, 1988);
12. and Computer Science and Telecommunications Board, National Research Council, Information Technology in the Service Society, (Washington, DC: National Academy Press, 1994).
13. H. Mintzberg, "The Professional Bureaucracy," in Mintzberg on Management: Inside Our Strange World of Organizations (New York, NY: The Free Press, 1984).
14. D. Schon, The Reflective Practitioner: How Professionals Think in Action (New York, NY: Basic Books, 1983).
15. See, for example, J. M. Kouzes and B. Z. Posner, The Leadership Challenge (San Francisco, CA: Jossey-Bass, 1995).
16. D. Schon, The Leadership Challenge, op. cit., 1983.
17. G. Loveman, "An Assessment of the Productivity Impact of Information Technologies," Management in the 1990s Program, 88-054, (Cambridge, MA: MIT, July 1988);
18. W. Baumol, S. Blackman, E. Wolff, Productivity and American Leadership: the Long View (Cambridge, MA: MIT Press, 1989).
19. S. Roach, "Services Under Siege: The Restructuring Imperative?," Harvard Business Review, Sept.-Oct. 1991.
20. J. Quinn, T. Doorley, P. Paquette, "Technology in Services: Rethinking Strategic Focus," Sloan Management Review, Winter 1990, was the first published expression of this theme.
21. J. Quinn, R. Hilmer, "Strategic Outsourcing," SJoan Management Review. Summer 1994, develops this argument in depth.
22. J. Quinn, T. Doorley, P. Paquette, "Beyond Products; Services Based Strategies," Harvard Business Review, developed this concept in depth.
23. as did J. Quinn, Intelligent Enterprise, op. cit., 1992.
24. R. D.'Aveni, Hypercompetition, (New York, NY: Free Press, 1994).
25. One of the best discussions of organizational design is by J. R. Galbraith, Designing Complex Organizations (Reading, MA: Addison-Wesley, 1973).
26. A more recent analysis, J. R. Galbraith, Designing Organizations: An Executive Briefing on Strategy, Structure, and Process (San Francisco, CA: Jossey-Bass, 1995) extends this earlier work by focusing on new organizational forms.
27. For a cogent discussion of the different ways the term network is used, see the introduction to N. Nohria, R. G. Eccles, Networks and Organizations (Boston, MA: Harvard Business School Press, 1992).
28. For an extended discussion of the relationship between work and information technology, see Zuboff, S. In the Age of the Smart Machine: The Future of Work and Power (New York, NY: Basic Books, 1988).
29. In fact, this is one of the classic defenses of bureaucracy. See for example C. Perrow, Complex Organizations: A Critical Essay (Glenview, IL: Scott Foresman, 1979).
30. For a thorough discussion of human resource management issues in innovative firms, see M. Badawy, "What We've Learned About Managing Human Resources," Research Technology Management, September-October 1988, pp. 19-35.
31. For example, see W. G. Bennis, Why Leaders Can't Lead: The Unconscious Conspiracy Continues (San Francisco, CA: Jossey-Bass Publishers, 1989).
32. For a managerial discussion of coping with such problems, see H. Donovan, "Managing Your Intellectuals," Fortune, October 23, 1989 pp. 177-180.
33. Quinn, Intelligent Enterprise, op. cit.
34. National Research Council, Information Technology in the Services Society, op. cit., 1994.
35. H. Mintzberg, A. McHugh, "Strategy Formulation in Adhocracy," Administrative Science Quarterly, June 1985.
36. An interesting discussion of cross-functional synergy is contained in M. Jelinek, C. B. Schoonhoven, The Innovation Marathon: Lessons from High Technology Firms (Oxford, U.K.: Basil Blackwell, 1990).
37. E. Giesler, A. Rubenstein, "How Do Banks Evaluate their Information Technology," Bank Administration, November, 1988;
38. S. Harris and J. Katz, "Organization Performance and Information Technology Investment in the Insurance Industry," Organization Science, 2:263-296, 1991.
39. P. R. Lawrence, J. W. Lorsch, Organization and Environment; Managing Differentiation and Integration (Homewood, IL: Richard D. Irwin, 1969).
40. For example, see G. Gilder, Microcosm: The Quantum Revolution in Economics and Technology (New York, NY: Simon and Schuster, 1989).
41. For an extended discussion of how IT systems capture experience, see T. J. Allen, M. S. Scott Morton, Information Technology and the Corporation of the 1990s: Research Studies (New York, NY: Oxford University Press, 1994).
42. A good, managerially-oriented overview appears in D. A. Taylor, Object-Oriented Technology: A Manager's Guide (Reading, MA: Addison-Wesley, 1990).
43. For a fairly technical discussion of sensors and real-time data processing, see P. LaPlante, Real-fime Systems Design and Analysis: An Engineer's Handbook (New York, NY: Institute of Electrical and Electronics Engineers, 1993).