Building the Flexible Firm, How to Remain Competitive, Henk Volberda flexible firm, dynamic capabilities, remain competitive, turbulent environments, flexible organizations, types flexibility, building flexible
 
   

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Building the Flexible Firm

How to Remain Competitive

 Henk Volberda

 
   
 
 
 
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flexible firm
dynamic capabilities
remain competitive
turbulent environments
flexible organizations
types flexibility
building flexible
building flexible firm
extremely turbulent
extremely turbulent environments
managerial ability
four types
four types flexibility
organic structure
flexibility generated
implementing flexibility
mangement perspective
dynamic control
definition flexibility
paradox flexibility
capability development
technological barriers
structural barriers
cultural barriers
process metaflexability
how remain
how remain competitive
strategy competition
Henk Volberda
Paul Batchelor
Richard D'Aveni
Arie Lewin
Maljers
Igor Ansoff
Building the Flexible Firm
How to Remain Competitive
Strategy & Competition
Acquisitions
Alliances
Balanced scorecard
Benchmarking
Best practices
Chaos theory
Competitive advantage
Continuous improvement
Diversification
Economic value added
Global strategies
Mergers
Scenario planning
Strategic business units
Strategic capabilities
Strategic planning
Total Quality Management
Value chain
Virtual organization
Henk Volberda
Paul Batchelor
Richard D'Aveni
Arie Lewin
Maljers
Igor Ansoff


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Following are the titles and brief quotes from the Concept Extracts that make up this Concept Book Summary.
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""
Implementing Flexibility

"The transitory nature of many competitive demands strongly indicates that flexibility in the face of change is, or ought to be, a defining characteristic of organizational effectiveness."
A Postmodern Mangement Perspective

"Where classical and modern organization were based on tight employment relations, postmodern organization develops more complex and fragmentary relational forms, such as subcontracting and networking."
Dynamic Control

"Flexibility can be considered as a new way to achieve some form of control in extremely turbulent environments."
A Multidimensional Definition of Flexibility

"In extremely turbulent environments, control does not derive from specialized routines but from adaptive capability."
The Paradox of Flexibility

"The challenge for management is to develop dynamic capabilities that enhance flexibility and to have an adequate organizational design to utilize those capabilities."
Dynamic Capabilities

"Dynamic or flexible response capabilities denote the managerial ability to respond reactively or proactively to various demands from changing competitive environments."
Managerial Role in Capability Development

"Vertical management consists of cross-hierarchical capabilities."
Four Types of Flexibility

"Considering the variety and speed of dynamic capabilities, we can distinguish four types of flexibility: steady-state, operational, structural, and strategic."
Technological Barriers

"The design of technology can range from routine to non-routine, corresponding to the opportunities for routine capabilities."
Structural Barriers

"An organic structure can exist as a divisionalized form, or a project or matrix form consisting of few hierarchical levels."
Cultural Barriers

"The conception of culture as a set of beliefs and assumptions held commonly throughout the organization, and taken for granted by its members, is supported by many theorists."
Metaflexibility

"To answer these questions regarding the managerial process of putting the building blocks of flexibility together in turbulent environments, we have to consider metaflexibility, which is a managerial ability to resolve paradoxes."
The Process of Metaflexability

"The causal connection between the environment and the firm is not assumed to be one way."
Dangers of the Transition to a Flexible Organizations

"Transitions from planned to flexible organizations significantly alter existing cultures and structures."
 


This Book Summary contains Concept Extracts from:

Building the Flexible Firm
Henk Volberda

Oxford University Press
1998
(c) Henk W. Volberda 1998.


Biography: Henk W. Volberda is Professor of Strategic Management and Business Policy at the Rotterdam School of Management, Erasmus University, where he teaches strategic management, strategy implementation, corporate entrepreneurship, and strategic flexibility. He has also been a visiting scholar at the Wharton School at the University of Pennsylvania and City University Business School, London.

Professor Volberda obtained his doctorate cum laude in Business Administration at the University of Groningen. His research on organizational flexibility and strategic change received the NCD Award, the ERASM Research Award, the Erasmus University Research Award, and the Igor Ansoff Strategic Management Award. Professor Volberda has worked as a researcher for many large European corporations and published in many refereed books and journals.

He is co-director of the Erasmus Strategic Renewal Centre and secretary of the Dutch-Flemish Academy of Management. He is also a member of the Editorial Board of Organization Science, and M&O.

Key Phrases in this title:
flexible firm, dynamic capabilities, remain competitive, turbulent environments, flexible organizations, types flexibility, building flexible, building flexible firm, extremely turbulent, extremely turbulent environments, managerial ability, four types, four types flexibility, organic structure, flexibility generated, implementing flexibility, mangement perspective, dynamic control, definition flexibility, paradox flexibility, capability development, technological barriers, structural barriers, cultural barriers, process metaflexability, how remain, how remain competitive, strategy competition, Henk Volberda, Paul Batchelor, Richard D'Aveni, Arie Lewin, Maljers, Igor Ansoff

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Strategy & Competition
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The Balanced Scorecard Translating Strategy into Action | Robert Kaplan, David Norton|1996
Best Practices in Organization Development and Change Culture, Leadership, Retention, Performance, Coaching | Louis Carter, David Giber, Marshall Goldsmith|2001
Beyond Strategic Vision Effective Corporate Action with Hoshin Planning | Michael Cowley, Ellen Domb|1997
The Biology of Business Decoding the Natural Laws of Enterprise | John Henry Clippinger|1999
The Board Member's Guide to Strategic Planning A Practical Approach to Strengthening Nonprofit Organizations | Fisher Howe|1997
The Book of Business Wisdom Classic Writings by the Legends of Commerce and Industry | Peter Krass|1997
Breaking Through Culture Shock What You Need to Succeed in International Business | Elisabeth Marx|1999
Building the Flexible Firm How to Remain Competitive | Henk Volberda|1998
Building Strategic Relationships How to Extend Your Organization's Reach Through Partnerships, Alliances, and Joint Ventures | William Bergquist, Juli Betwee, David Meuel|1995
Business Beyond the Box Applying Your Mind for Breakthrough Results | John O'Keeffe|1999
Capitalize on Merger Chaos Six Ways to Profit from your Competitors' Consolidation and Your Own | Thomas Grubb, Robert Lamb|2000
Choosing the Future The Power of Strategic Thinking | Stuart Wells|1998
Co-opetition 1. A Revolutionary Mindset That Combines Competition and Cooperation; 2. The Game Theory Strategy That's Changing the Game of Business | Adam Brandenburger, Barry Nalebuff|1996
The Collaboration Challenge How Nonprofits and Businesses Succeed Through Strategic Alliances | James Austin|2000
Collaborative Advantage Winning Through Extended Enterprise Supplier Networks | Jeffrey Dyer|2000
Competence-Based Competition | Gary Hamel, Aime Heene|2000
Competing for the Future Gary Hamel, Prahalad|1994
Competing in the Third Wave The Ten Key Management Issues of the Information Age | Jeremy Hope, Tony Hope|1997
Competing on the Edge Strategy as Structured Chaos | Shona Brown, Kathleen Eisenhardt|1998
Competitor Intelligence Turning Analysis into Success | David Hussey, Per Jenster|1999
Competitors Outwitting, Outmaneuvering, and Outperforming | Liam Fahey|1999
The Complete Guide to Mergers and Acquisitions Process Tools to Support M&A Integration at Every Level | Timothy Galpin, Mark Herndon|2000
Cooperate to Compete Building Agile Business Relationships | Kenneth Preiss, Steven Goldman, Roger Nagel|1996
Cooperative Strategy Competing Successfully through Strategic Alliances | Pierre Dussauge, Bernard Garrette|1999
Corporate Strategy Resources and the Scope of the Firm | David Collis, Cynthia Montgomery|1997
Corporate-Level Strategy Creating Value in the Multibusiness Company | Michael Goold, Andrew Campbell, Marcus Alexander|1994
Creating Value Shaping Tomorrow's Business | Shiv Mathur, Alfred Kenyon|1997
Customer Connections New Strategies for Growth | Robert Wayland, Paul Cole|1997
The Death of Competition Leadership & Strategy In the Age of Business Ecosystems | James Moore|1997
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Digital Darwinism 7 Breakthrough Business Strategies for Surviving in the Cutthroat Web Economy | Evan Schwartz|1999
The Digital Estate Strategies for Competing, Surviving, and Thriving in an Internetworked World | Chuck Martin|1997
Don't Jump to Solutions Thirteen Delusions that Undermine Strategic Thinking | William Rouse|1998
Driven How Human Nature Shapes Our Choices | Paul Lawrence, Nitin Nohria|2002
The Ecology of Commerce A Declaration of Sustainability | Paul Hawken|1994
The Fast Forward MBA in Business Quick Tips, Speedy Solutions, Cutting-Edge Ideas | Virginia O'Brien|1996
Fictions of Business Insights on Management from Great Literature | Robert Brawer|1998
Focus The Future of Your Company Depends on It | Al Ries|1996
From the Ground Up Six Principles for Building the New Logic Corporation | Edward Lawler|1996
Future Firms How America's High Technology Companies Work | Eric Bolland, Charles Hofer|1998
Futurize Your Enterprise Business Strategy in the Age of the E-Customer | David Siegel|1999
Germany, Inc. The New German Juggernaut and Its Challenge to World Business | Werner Meyer-Larsen|2000
High-Impact Consulting How Clients and Consultants can Leverage Rapid Results into Long-Term Gains | Robert Schaffer|1997
Implementing Your Strategic Plan How to Turn "Intent" Into Effective Action for Sustainable Change | Davis Fogg|1999
Innovation Breakthrough Thinking at 3M, DuPont, GE, Pfizer, and Rubbermaid | Rosabeth Kanter, John Kao, Fred Wiersema|1997
The Innovator's Dilemma When New Technologies Cause Great Firms to Fail | Clayton Christensen|1997
Inside the Kaisha Demystifying Japanese Business Behavior | Noboru Yoshimura, Philip Anderson|1997
Jumping the Curve Innovation and Strategic Choice in an Age of Transition | Nicholas Imparato, Oren Harari|1994
Kaizen The Key to Japan's Competitive Success | Masaaki Imai|1986
Making Strategy Work Building Sustainable Growth Capacity | Timothy Galpin|1997
Managing Across Borders The Transnational Solution | Christopher Bartlett, Sumantra Ghoshal|1998
Managing With A Global Mindset | Jean-Pierre Jeannet|2000
The Market Makers How Leading Companies Create and Win Markets | Daniel Spulber|1998
The McKinsey Way Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business | Ethan Rasiel|1999
MetaCapitalism The e-Business Revolution and the Design of 21st-Century Companies and Markets | Grady Means, David Schneider|2000
The Mind of the Strategist The Art of Japanese Business | Kenichi Ohmae|1982
Modern Competitive Analysis | Sharon Oster|1999
Multinational Strategic Alliances | Robert Mockler|1999
New World, New Rules The Changing Role of the American Corporation | Marina Whitman|1999
The Origin and Evolution of New Businesses | Amar Bhide|2000
PartnerShift How to Profit from the Partnering Trend | Ed Rigsbee|2000
Perspectives on Strategy from the Boston Consulting Group | Carl Stern, George Stalk|1998
The Portable MBA Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, Robert Spekman|1998
The Power of Alignment How Great Companies Stay Centered and Accomplish Extraordinary Things | George Labovitz, Victor Rosansky|1997
The Power of Strategic Thinking Lock in Markets, Lock out Competitors | Michel Robert|2000
The Power of Two How Companies of All Sizes Can Build Alliance Networks That Generate Business Opportunities | John Conlon, Melissa Giovagnoli|1998
Private Sector Strategies for Social Sector Success The Guide to Strategy and Planning for Public and Nonprofit Organizations | Kevin Kearns|2000
Process Innovation Reengineering Work Through Information Technology | Thomas Davenport|1993
Race for the World Strategies to Build a Great Global Firm | Lowell Bryan, Jane Fraser, Jeremy Oppenheim, Wilhelm Rall|1999
Ready-Aim-Fire Problem Solving A Strategic Approach to Innovative Decision Making | Geoff Cox|2000
Real Time Strategic Change How to Involve an Entire Organization in Fast and Far-Reaching Change | Robert Jacobs|1997
The Rhythm of Business The Key to Building and Running Successful Companies | Jeffrey Shuman|1998
Scenarios The Art of Strategic Conversation | Kees van der Heijden|1996
The Six Sigma Revolution How General Electric and Others Turned Process Into Profits | George Eckes|2000
The Six Sigma Way How GE, Motorola, and Other Top Companies Are Honing their Performance | Peter Pande, Robert Neuman, Roland Cavanagh|2000
Smart Alliances A Practical Guide to Repeatable Success | John Harbison, Peter Pekar|1998
Strategic Market Management | David Aaker|1998
Strategic Operations Competing Through Capabilities | Robert Hayes, Gary Pisano, David Upton|1996
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Strategy Pure & Simple II How Winning Companies Dominate Their Competitors | Michel Robert|1998
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Thunderbird on Global Business Strategy The Faculty of Thunderbird,The American Graduate School of International Management | Robert Grosse|2000
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Strategy & Competition
Book Extract Suites
Each Suite contains extracts from 3 to 10 books focused on a single business concept

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    • Defining the Value Proposition Thomas Hargraves, Edward Wakin, John Sifonis, Steven Wheeler, Evan Hirsh, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, James Cortada, Charles Grantham, with John Kador, Ravi Kalakota, Stacey Bressler, Amir Hartman, Liam Fahey, Jeremy Hope, Tony Hope, Marcia Robinson
  • The Need for Strategic Thinking
    • What Is Strategic Thinking? Martha Amram, Kenichi Ohmae, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, David Aaker, Irene Sanders, Patrick Sullivan, Gary Hamel, Stuart Wells, Nalin Kulatilaka, Michel Robert, Prahalad
    • Developing a Global Perspective John Henry Clippinger, Marshall Goldsmith, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, Jean-Pierre Jeannet, Richard Schubert, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Sharon Oster, Richard Beckhard, Browning Rockwell, Frances Hesselbein
  • Strategic Planning Approaches
    • Strategic Planning Tools Malcolm McDonald, Robert Kaplan, Warren Keegan, Robert Randall, George Day, David Aaker, James Antos, Sharon Oster, Irene Sanders, Kumar, James Brimson, Stuart Wells, Robert Duboff, Jim Spaeth, Liam Fahey, David Norton
    • Strategic Plan Implementation Price Waterhouse, Geary Rummler, Alan Brache, James Knight, David Hussey, Per Jenster, Jay Schuster, Patricia Zingheim, Robert Jacobs, Jim Matheson, David Matheson, James Best, Dave Ulrich
  • Business Models & the Value Chain
    • Working Within the Value Chain John Henry Clippinger, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, Joseph Pine, Mark Scott, Liam Fahey, James Brian Quinn, Ron Ashkenas, Dave Ulrich, Todd Jick, Steve Kerr
    • Establishing a Business Model Don Tapscott, Robert Blonchek, Martin O'Neill, Robert Miles, Stephan Haeckel, Alex Lowy, David Ticoll, David Evanson, Adrian Slywotsky, David Bovet, Joseph Martha
    • Ecosystem Participation Adam Brandenburger, Philip Evans, Don Tapscott, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, John Hagel, James Moore, Alex Lowy, David Ticoll, Art Caston, David Bovet, Marc Singer, Thomas Wurster, Joseph Martha
  • Leveraging Core Competencies
    • Identifying Core Competencies Michael Hruby, Norm Smallwood, Maurice Greaver, Gary Hamel, Liam Fahey, James Brian Quinn, Jeremy Hope, Tony Hope, Jordan Baruch, Karen Anne Zien, Jack Zenger, Dave Ulrich, Prahalad, Timothy Galpin, Dorothy Leonard
    • Competency-based Partnering and Outsourcing Price Waterhouse, John Buckley, Maurice Greaver, William Bergquist, Juli Betwee, David Meuel, Robert Chapman, Kathleen Andrade, Gifford Pinchot, Elizabeth Pinchot, Allan Kennedy, James Brian Quinn, Jordan Baruch, Karen Anne Zien, James Best, Terrence Deal
  • Aligning Goals & Strategy
    • Aligning the Organization with Strategy Robert Kaplan, Jerry Luftman, James Antos, James McTaggart, Peter Kontes, Michael Mankins, James Brimson, Gary Hamel, Davis Fogg, Eric Bolland, Charles Hofer, David Norton, Thomas Davenport, Prahalad
    • Aligning the Organization with the Market Geoffrey Moore, Michael de Kare-Silver, Philip Kotler, Jay Schuster, Patricia Zingheim, Adrian Slywotsky, Frederick Reichheld, Mark Scott, Liam Fahey, Robert Spekman, Lynn Isabella
  • Maintaining Competitive Advantage
    • Forms of Competitive Advantage David Aaker, Ian Gordon, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Paul Taffinder, John Harbison, Peter Pekar, Shiv Mathur, Alfred Kenyon, David Nadler, Elise Walton, Robert Bruce Shaw, George Day, David Reibstein, Gary Pisano
    • Sustainable Competitive Advantage Adam Brandenburger, David Aaker, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, David Nadler, Elise Walton, Hermann Simon, Nicholas Imparato, Oren Harari, Robert Bruce Shaw, George Stalk, Frederick Reichheld, Peter Keen, Liam Fahey, Mohamed Zairi, Carl Stern
    • Using Competitive Analysis Adam Brandenburger, Jonathan Story, David Aaker, Barry Nalebuff, Cynthia Montgomery, James Moore, David Collis, Liam Fahey, Mark Clemente, David Greenspan
  • Disruptions & Discontinuities
    • Types of Disruptions James Utterback, Geoffrey Moore, William Fulmer, Clayton Christensen, David Nadler, Winslow Farrell, Peter Drucker
    • Responding to Disruptions John Oleson, Michael Fradette, Steve Michaud, David Nadler, Elise Walton, Shona Brown, Kathleen Eisenhardt, Robert Bruce Shaw, Daryl Conner, Winslow Farrell, Johan Roos, Peter Drucker, Michael Lissack
  • Mergers & Acquisitions
    • Criteria for Mergers & Acquisitions John Harbison, Peter Pekar, Jeffrey Hooke, Bruce Wasserstein, Patrick Sullivan, Romesh Vaitilingam, Andrew Sherman, Alfred Rappaport, Mitchell Lee Marks, Philip Mirvis, Dean LeBaron, Mark Clemente, David Greenspan
    • Implementing Mergers & Acquisitions Harrison Owen, Mark Herndon, Stephen Redwood, Charles Goldwasser, Simon Street, Bruce Wasserstein, Andrew Sherman, Mark Feldman, Michael Spratt, Edgar Schein, Mark Clemente, David Greenspan, Alexandra Reed Lajoux, Fred Weston, Timothy Galpin
    • See additional works by: Henk Volberda, Building the Flexible Firm , How to Remain Competitive

    You'll find in-depth information on the following topics at this site:

    Building the Flexible Firm, How to Remain Competitive, Henk Volberda, Paul Batchelor, Richard D'Aveni, Arie Lewin, Maljers, Igor Ansoff, flexible firm, dynamic capabilities, remain competitive, turbulent environments, flexible organizations, types flexibility, building flexible, building flexible firm, extremely turbulent, extremely turbulent environments, managerial ability, four types, four types flexibility, organic structure, flexibility generated, implementing flexibility, mangement perspective, dynamic control, definition flexibility, paradox flexibility, capability development, technological barriers, structural barriers, cultural barriers, process metaflexability, how remain, how remain competitive, strategy competition, Henk Volberda, Paul Batchelor, Richard D'Aveni, Arie Lewin, Maljers, Igor Ansoff, Building the Flexible Firm, How to Remain Competitive, Strategy & Competition, Henk Volberda, Paul Batchelor, Richard D'Aveni, Arie Lewin, Maljers, Igor Ansoff, Acquisitions, Alliances, Balanced scorecard, Benchmarking, Best practices, Chaos theory, Competitive advantage, Continuous improvement, Diversification, Economic value added, Global strategies, Mergers, Scenario planning, Strategic business units, Strategic capabilities, Strategic planning, Total Quality Management, Value chain, Virtual organization, Henk Volberda, Paul Batchelor, Richard D'Aveni, Arie Lewin, Maljers, Igor Ansoff, Strategy & Competition

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    Building the Flexible Firm, How to Remain Competitive, Henk Volberda flexible firm, dynamic capabilities, remain competitive, turbulent environments, flexible organizations, types flexibility, building flexible, building flexible firm, extremely turbulent, extremely turbulent environments, managerial ability, four types, four types flexibility, organic structure

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