chapter  11
CORE COMPETENCE AND CHANGE MANAGEMENT
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Rational approaches to management, as you would expect, continue to proliferate in the halls of business academia. However, whereas when I did my MBA at Harvard in the late 1960s, long-range planning and human behaviour in organizations appealed most particularly to my rationally oriented mind, towards the turn of this century the intellectual ground has shifted: concepts of ‘core competence’ and ‘strategic intent’, on the one hand, and those of ‘informating organizations’ and ‘value networks’, on the other, have taken on from where traditionally oriented corporate strategy and organizational behaviour have left off.