Abstract
Contemporary organizations are grappling with the challenges posed by a rapidly evolving global economy. The complexity and unpredictability of the current global environment have significantly impacted organizational operations. Key factors contributing to this dynamic landscape include technological advancements, the pervasive influence of information and communication technology, deregulation, intensified competition, heightened market transparency, and increasingly demanding and informed customers. Additionally, shifting economic and political structures and the transformation of information and knowledge into vital economic resources have further complicated the organizational environment. This paper examines how these trends collectively create a challenging and hostile global landscape for organizations. It highlights the need for organizations to adapt strategically to maintain competitiveness and resilience amidst the ongoing and accelerating changes
Keywords
How to Cite
References
Ackoff RL, Addison HJ, Carey A (2010). Systems thinking for curious managers: With 40 new management F-laws. Triarchy Press, Axminster, United Kingdom.
Aharoni Y, Maimon Z, Segav E (1978). Performance and autonomy in Organizations: Determining dominant environmental components. Manage. Sci., 24(9): 949-959.
Alexander J, Wilson MS (1997). Leading across cultures: Five vitalcapabilities. In Hesselbein F, Goldsmith M, Beckhard R (eds). The organization of the future. Jossey-Bass Publishers, San
Francisco, California.
Anderson P, Tushman ML (1990). Technological discontinuities and dominant designs: A cyclical model of technological change. Admin.
Sci. Q., 35: 604-633.
Andrews KR (1971). The Concept of Corporate Strategy. Dow JonesIrwin, Homewood, Illinois.
Ansoff HI (1979). Strategic management. Wiley, New York.
Argote L, McEvily B, Reagans R (2003). Managing knowledge in organizations: An integrative framework and review of emerging themes. Manage. Sci., 49(4): 571-582.
Armenakis AA, Harris SG, Mossholder KW (1993). Creating readiness for organizational change. Hum. Relat., 46(6): 681-703.
Astley WG, Van de Ven AH (1983). Central perspectives and debates in organization theory. Adm. Sci. Q., 28: 245-274.
Bahrami H (1992). The emerging flexible organization: Perspectives from the Silicon Valley. Calif. Manage. Rev., 34(4): 33-52.
Burgelman RA (1983). A process model of internal corporate venturing in the divesified major firm. Admin. Sci. Q., 28: 223-244.
Cheese P, Silverstone Y, Smith DY (2009). Creating an agile organization. Outlook. October, No. 3, http://www.accenture/ Global/Research_and_Insights/Outlook
Child J (1973). Man and organization. Allen and Unwin, London, United Kingdom.
Child J, McGrath RG (2001). Organizations unfettered: Organizational form in an information-intensive economy. Acad. Manage. J., 44(6): 1135-1148.
Coch L, French J (1948). Overcoming resistance to change. Hum. Relat., 1(4): 512-532.
Cohen KJ, Cyert RM (1973). Strategy: Formulation, implementation, and monitoring. J. Bus., 46(3): 349-367.
Ciborra CU (1996). The platform organization: Recombining strategies, structures, and surprises. Organ. Sci., 7(2): 103-118.
Daft RL, Lewin AY (1993). Where are the theories of the “new” organizational forms? An editorial essay. Organ. Sci., 4(4): 1-6.
Denis J, Lamothe L, Langley A (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Acad. Manage. J., 44(4): 809-837.
Denison DR, Hooijberg R, Quinn RE (1995). Paradox and performance: A theory of behavioral complexity in managerial leadership. Organ. Sci., 6(5): 524-541.
Dijksterhuis MS, Van den Bosch FAJ, Volberda HW (1999). Where do new organizational forms come from? Management logics as a source of coevolution. Organ. Sci., 10(5): 569-582.
Easterby-Smith M, Prieto I (2008). Dynamic capabilities and knowledge management: An integrative role for learning? Br. J. Manage., 19: 235-249.
Eisenhardt KM, Brown SL (1999). Patching: Restitching business portfolios in dynamic markets. Harv. Bus. Rev., 77(3): 71-82.
Galbraith J (1993). Competing with flexible lateral organizations. Addison-Wesley, Reading, Massachusetts.
Galbraith J (1977). Organization design. Addison-Wesley, Reading, Massachusetts.
Galbraith J (1997). The reconfigurable organization. In Hesselbein F, Goldsmith M, Beckhard R (eds). The organization of the future. Jossey-Bass Publishers, San Francisco, California.
Galbraith J, Downey D, Kates A (2002). Designing dynamic organizations: A hands-on guide for leaders at all levels. AMACOM, New York.
Hall DJ, Saias MA (1980). Strategy follows structure! Strateg. Manage. J., 1(2): 149-163.
Hannan MT, Freeman J (1977). The population ecology of organizations. Am. J. Sociol., 82(5): 929-964.
Harris M, Raviv A (2002). Organization design. Manage. Sci., 48(7): 852-865.
Hart SL, Quinn RE (1993). Roles executives play: CEOs, behavioral complexity and firm performance. Hum. Relat., 46(5): 543-574.
Hrebiniak LG, Joyce WF (1985). Organizational adaptation: Strategic choice and environmental determinism. Adm. Sci. Q., 30: 336-349.
Jago AG (1982). Leadership: Perspectives in theory and research.Manage. Sci., 28(3): 315-336.
Jick TD (1990). Note in the recipients of change. Harvard Business School Press, Cambridge, Massachusetts.
Karim S (2006). Modularity in organizational structure: The reconfiguration of internally developed and acquired business units. Strateg. Manage. J., 27: 799-823.
Klein KJ, Ziegert JC, Knight AP, Xiao Y (2006). Dynamic delegation: Shared, hierarchical, and deindividualized leadership in extreme action teams. Adm. Sci. Q., 51(4): 590-621.
Kozlowski SWJ, Bell BS (2003). Work groups and teams in organization. In Borman WC, Ilgen DR, Klimoski RJ (eds.). Comprehensive handbook of psychology: Industrial and organizational psychology. Wiley, New York.
Lanzara GF (1983). Ephemeral organizations in extreme environments: Emergence, strategy, extinction. J. Manage. Stud., 20(1): 71-95. Lawrence PR, Dyer D (1983). Renewing american industry, Free Press, New York.
Lawrence P, Lorsch J (1967). Organization and environment. Harvard University Press, Boston.
Leonard-Barton D (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Manage. J., 13: 111-125.
Levitt B, March J (1988). Organizational learning. Annu. Rev. Sociol., 14: 319-340.
Lorsch JW, Sheldon A (1972). The individual in the organization: A systems view. In Lorsch JW, Lawrence PR (eds). Managing group and intergroup relations. Business One Irwin, Homewood, Illinois.
Martensson M (2000). A critical review of knowledge management as a management tool. J. Knowl. Manage., 4(3): 204-216. Miles RH, Cameron K (1982). Coffin Nails and Corporate Strategies, Prentice-Hall, Englewood Cliffs, New Jersey.
Mintzberg H (1979). The Structuring of Organizations. Prentice-Hall, Englewood Cliffs, New Jersey.
Nadler D, Tushman M (1989). Organizational frame bending: Principles for managing reorientations. Acad. Manage. Exec., 3: 194-204.
Nadler D Gerstein MS, Shaw RB (1992). Organizational architecture: Designs for changing organizations. Jossey-Bass Publishers, San Francisco, California.
Nonaka I (1994). A dynamic theory of organizational knowledge Creation. Organ. Sci., 5(1): 14-37.
Porter ME (1991). Towards a dynamic theory of strategy. Strategic Manage. J., 12: 95-117.
Rosen RH (1997). Learning to lead. In Hesselbein F, Goldsmith M, Beckhard R (eds). The organization of the future. Jossey-Bass Publishers, San Francisco, California.
Scarbrough H, Swan J, Preston J (1999). Knowledge management: A literature review. Institute of Personnel and Development, London, United Kingdom.
Schendel D, Hofer C (1979). Strategic management: A new view of business policy and planning. Little, Brown, Boston, Massachusetts.
Schneider M (2002). A stakeholder model of organizational leadership. Organ. Sci., 13(2): 209-220.
Schollhammer H (1971). Organization structures of multinational corporations. Acad. Manage. J., 14(3): 345-365.
Schumpeter J (1942). Capitalism, socialism and democracy. Harper & Brothers, New York.
Segal M (1974). Organization and environment: A typology of adaptability and structure. Public Adm. Rev., 34(3): 212-220. Seiler JA (1967). Systems analysis in organizational behavior. Business One Irwin, Homewood, Illinois.
Somerville I, Mroz JE (1997). New competencies for a new world. In Hesselbein F, Goldsmith M, Beckhard R (eds). The Organization of the future. Jossey-Bass Publishers, San Francisco, California.
Stacey RD (1991). The chaos frontier: Creative strategic control for business. Butterworth, London, United Kingdom.
Stefanović I (2010). Balancing between stability and flexibility within organizational structures. Ekonomika. 56(2): 180-190. (The article is written in Serbian language)
Trice HM, Beyer JM (1991). Cultural leadership in organizations. Organ. Sci., 2(2): 149-169.
Zollo M, Winter SG (2002). Deliberate learning and the evolution of dynamic capabilities. Organ. Sci., 13(3): 339-351.