The Organizational Fitness Navigator: Creating and Measuring Organizational Fitness for Fast-Paced Transformation

In the fast-changing environment of today dynamic capabilities to manage organizational transformation are regarded as crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny by researchers and practitioners in the past few years, relatively little attention has been directed towards creating a systemic model of dynamic capabilities, and how to effectively measure what the authors call organizational fitness capabilities. This paper builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness - in contrast to the well-known balanced scorecard (BSC) - for improving business survival and performance in increasingly networked environments.dynamic capabilities, organizational fitness, organizational fitness profiling, organizational fitness navigator, systemic scorecard

The Wheel of Business Model Reinvention: How to Reshape Your Business Model and Organizational Fitness to Leapfrog Competitors

In today's rapidly changing business landscapes, new sources of sustainable competitive advantage can often only be attained from business model reinvention, based on disruptive innovation and not incremental change or continuous improvement. Extant literature indicates that business models and their reinvention have recently been the focus of scholarly investigations in the field of strategic management, especially focusing on the search for new bases of building strategic competitive advantage, not only to outperform competitors but to especially leapfrog them into new areas of competitive advantage. While the available results indicate that progress is being made on clarifying the nature and key dimensions of business models, relatively little guidance of how to reshape business models and its organizational fitness dimensions have emerged. This article presents a systemic framework for business model reinvention, illustrates its key dimensions, and proposes a systemic operationalization process. Moreover, it provides a tool that helps organizations to evaluate both existing and proposed new business models.

Material Witness and Material Injustice

No serious student of the adversary system can ignore the grave threat to the integrity of the American witness process posed by this nation\u27s material witness statutes

The challenge of being a young manager: The effects of contingent reward and participative leadership on team-level turnover depend on leader age

Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status-related characteristics of the leader. In this respect, we propose that younger leaders, by deviating from the leader prototype in terms of age, lack a natural status cue, which will determine the effectiveness of these two leadership behaviors in shaping turnover. Two pilot studies (N = 113 and 121 individuals) confirm that younger leaders are perceived as less prototypical and to have lower status than older leaders. Examining 83 work teams, we show that leader age differently moderates the effects of contingent reward and participative leadership on time-lagged team turnover. For younger (compared with older) leaders, contingent reward was effective as illustrated by decreased voluntary turnover and increased involuntary turnover, whereas participative leadership, which was associated with increased voluntary turnover and decreased involuntary turnover, was ineffective. These findings point to the importance of incorporating natural status cues of leaders for understanding the effectiveness of different leadership behaviors

The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta-analytic Model

Employees’ identifications are a valuable asset for modern organizations, and identification research has stressed the necessity to distinguish identifications according to their focus (i.e. organizational, team, or leader identification). Interestingly, transformational leadership (TFL) has been proposed to unfold its effects by transforming followers’ identifications and could thus be a powerful way to actively manage identification. However, it remains unclear whether TFL affects identifications with different foci similarly or whether it predominantly influences a specific focus. To resolve this puzzle, the authors conducted a meta-analysis (k = 73; N = 20,543) and found that TFL (and each TFL sub-dimension) is more strongly associated with leader identification than with organizational identification or team identification. By presenting a comprehensive model of TFL's effects on identifications, we show that leader identification mediates the relationships between TFL and collective identifications (i.e. organizational identification or team identification), illustrating that relational identification plays a crucial role in subsequently shaping collective identifications. Implications for research and practice are discussed

Robust Organizational Fitness for Reinventing Strategy in Rapidly Changing Industry Landscapes

In fast-changing industry landscapes, companies are often engaged in both adaptive (reactive) and inventive (proactive, newly-shaping) change processes, and these require different types of organizational fitness capabilities. Our research of more than a decade conducted in a wide range of industries (See "About our Research") reveal that many companies are predominantly focused on past successes and internal difficulties, and do not possess the necessary robust capabilities to also inventively deal with rapidly changing industry landscapes. This seems due to the fact that many individual and group managerial minds are not able to view organizational fitness in its proper perspective, because of inadequate traditional strategy approaches being utilized. The paper provides insights into the concept and application of organizational fitness, and indicates how managers could benefit from guidelines to develop and manage robust organizational fitness capabilities.

Warum Unternehmen ältere Arbeitnehmer brauchen

Die Anforderungen an Arbeitnehmer verändern sich immer schneller. Bisher wurden die passenden Menschen ausgewählt, weil das Angebot groß genug war. Aber diese Strategie geht kaum noch auf. Deshalb beginnt ein Umdenken, hin zu einer gezielten Integrationsleistung in der Personalentwicklung