The organizational fitness navigator: enabling and measuring organizational fitness for rapid change

Journal of Change Management

Volumn 4, Issue 2, 2004, Pages 123-140

  Voelpel, Sven C ^a,c   Leibold, Marius ^b   Mahmoud, Khalid M ^b  

^a HARVARD UNIVERSITY   (United States)

^b STELLENBOSCH UNIVERSITY   (South Africa)

^c HARVARD BUSINESS SCHOOL   (United States)

Author keywords

Dynamic capabilities; managing rapid change; organizational fitness; organizational fitness navigator; organizational fitness profiling; systemic scorecard

Indexed keywords

EID: 34547209107     PISSN: 14697017     EISSN: 14791811     Source Type: Journal    
DOI: 10.1080/14697010410001687483     Document Type: Article

References (50)

1. Amram, M, and Kulatilaka, N. (1999). Disciplined decisions: aligning strategy with the financial markets. Harvard Business Review, 77 (No. 1): pp. 95–105
2. Beer, M. (2000). Why management research findings are unimplementable: an action science perspective. Reflections, 2 (No. 3): pp. 58–62
3. Beer M, (2003) Building organizational fitness in S. Chowdhry (ed.) Organizations 21C, Financial Times-Prentice Hall NJ pp. 311–30
4. Beer, M, and Eisenstat, R. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41 (No. 4): pp. 29–41
5. Beer, M, and Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78 (No. 3): pp. 133–42
6. Beer M, Rogers G, (1997) Hewlett-Packard's Santa Rosa Systems Division: cases AA4 and B1-B2 Harvard Business School Case No. 9-498-011–9-498-019, Harvard Business School Boston
7. Beinhocker, E. (1999). Robust adaptive strategies. Sloan Management Review, 40 (No. 3): pp. 95–107
8. Bontis, N, Dragonetti, NC, Jacobsen, K, and Roos, G. (1999). The knowledge toolbox: a review of the tools available to measure and manage intangible resources. European Management Journal, 17 (No. 4): pp. 391–403
9. Bruch, H, and Sattelberger, T. (2001). The turnaround at Lufthansa: learning from the change process. Journal of Change Management, 1 (No. 4): pp. 344–63
10. Clarke, T, and Clegg, S. (2000). Management paradigms for the new millennium. International Journal of Management Reviews, 2 (No. 1): pp. 45–65
11. Davenport, T, and Short, J. (1990). The new industrial engineering: information technology and business process redesign. Sloan Management Review, 31 (No. 4): pp. 95–107
12. Davenport T, Voelpel S, (2001) The rise of knowledge towards attention management Journal of Knowledge Management September 5 No. 3 pp. 212–21
13. Eisenhardt, KM, and Martin, JA. (2000). Dynamic capabilities: what are they?. Strategic Management Journal, 21: pp. 1105–21
14. Emery FE, (1981) Systems Thinking, Penguin London
15. Emery M, Purser R, (1996) The Search Conference: A Powerful Method for Planning Organizational Change and Community Action, Jossey-Bass San Francisco
16. Gibbert, M, Leibold, M, and Probst, G. (2002). Five styles of customer knowledge management, and how smart companies use them to create value. European Management Journal, 20 (No. 5): pp. 459–69
17. Gibbert M, Leibold M, Voelpel S, (2001) Rejuvenating corporate intellectual capital (IC) by co-opting customer competence Journal of Intellectual Capital May 2 No. 2 pp. 109–26
18. Govindarajan, V, and Gupta, A. (2001). Strategic innovation: a conceptual road map. Business Horizons, 44 (No. 4): pp. 3–13
19. Hamel, G. (1998). The challenge today: changing the rules of the game. Business Strategy Review, 9 (No. 2): pp. 19–27
20. Hammer M, Champy J, (1993) Reengineering the Corporation: A Manifesto for Business Revolution, Nicholas Brealey London
21. Holland JH, (1995) Hidden Order: How Adaptation Builds Complexity, Addison Wesley Reading MA
22. Kaplan, R, and Norton, D. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review, 70 (No. 1): pp. 71–80
23. Kaplan, R, and Norton, D. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74 (No. 1): pp. 75–85
24. Kaplan, R, and Norton, D. (2000). Having trouble with your strategy? Then map it. Harvard Business Review, 78 (No. 5): pp. 167–77
25. Kim, W, and Mauborgne, R. (1999). Creating new market space. Harvard Business Review, 77 (No. 1): pp. 83–93
26. Kinghorn J, (2002) Understanding organizational sense making: a diagnostic tool for strategic leadership in conditions of complexity in M. Leibold, G. Probst and M. Gibbert (eds) Strategic Management in the Knowledge Economy, Wiley New York pp. pp. 315–24
27. Kotter, J. (1995). Leading change: why transformation efforts fail. Harvard Business Review, 73 (No. 2): pp. 59–68
28. Leibold M, Probst G, Gibbert M, (2002) Strategic Management in the Knowledge Economy, Wiley New York
29. Lorsch J, Tierney T, (2002) Aligning the Stars: How to Succeed When Professionals Drive Results, Harvard Business School Press Boston
30. MacCormack A, Voelpel S, Herman K, (2002) Siemens ShareNet: building a knowledge network Harvard Business School Case N9-603-036
31. McCarthy, I, and Tan, Y. (2000). Manufacturing competitiveness and fitness landscape theory. Journal of Materials Processing Technology, 107 (Nos 1–3): pp. 347–52
32. Moore, J, and Curry, S. (1996). The death of competition. Fortune, 133 (No. 7): pp. 142–45
33. Nattermann P, (2000) Best practice ≠ best strategy The Mckinsey Quarterly No. 2 pp. 22–31
34. Norman, R, and Ramirez, R. (1993). From value chain to value constellation: designing interactive strategy. Harvard Business Review, 71 (No. 4): pp. 65–78
35. Orgland, M, and von Krogh, G. (1998). Initiating, managing and sustaining corporate transformation: a case study. European Management Journal, 16 (No. 1): pp. 31–8
36. Porter, M. (1979). How competitive forces shape strategy. Harvard Business Review, 57 (No. 2): pp. 137–45
37. Porter, M, and Millar, V. (1985). How information gives you a competitive advantage. Harvard Business Review, 63 (No. 4): pp. 149–61
38. Roos J, Roos G, Dragonetti N, Edvinsson L, (1997) Intellectual Capital: Navigating the New Business Landscape, Macmillan London
39. Russ, R. (2001). Economic value added: theory, evidence, a missing link. Review of Business, 22 (No. 1): pp. 66–71
40. Shay, JP, and Rothaermel, FT. (1999). Dynamic competitive strategy: towards a multi-perspective conceptual framework. Long Range Planning, 32 (No. 6): pp. 559–72
41. Tichy NM, (1983) Managing Strategic Change: Technical, Political, and Cultural Dynamics, Wiley New York
42. Tichy NM, Devanna M, (1990) The Transformational Leader: The Key to Global Competitiveness, Wiley New York
43. Tucker, F, Zivan, S, and Camp, R. (1987). How to measure yourself against the best. Harvard Business Review, 65 (No. 1): pp. 8–11
44. Voelpel, S. (2002). Strategic intellectual capital creation. Journal of Intellectual Capital, 3 (No. 2): pp. 118–27
45. Voelpel S, (2003) The Mobile Company. An Advanced Organizational Model for Mobilizing Knowledge, Innovation and Value Creation, IFPM St. Gallen
46. Von Krogh, G, and Cusumano, M. (2001). Three strategies for managing fast growth. Sloan Management Review, 42 (No. 2): pp. 53–61
47. Weick KE, (1995) Sense Making in Organizations, SAGE Thousand Oaks CA
48. Weisbord MR, (1978) Organizational Diagnosis: A Workbook of Theory and Practice, Addison-Wesley Reading MA
49. Weisbord MR, (1987) Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community, Jossey-Bass San Francisco
50. Zajac, E, and Bresser, R. (2000). Modelling the dynamics of strategic fit: a normative approach to strategic change. Strategic Management Journal, 21: pp. 429–53