In this final issue of JSL, we offer six articles of great interest.
The first article by Paul Dannar offers an alternate approach to organizational design to create synergy and value.
Next, David Stehlik delves into effective organizational innovation and its dependence on the alignment of three key areas: culture, leadership, and organization design.
Teresa Moon provides our third article as she takes a look at mentoring the next generation of innovators, which she calls “Millennovators.” Closely examining IBM and Enron, David Boiselle compares and contrasts their organizational cultures, structures and leader-follower relationships to reveal the importance of values leadership.
These types of designs create synergy by integrating compelling visions with the leadership philosophy that people build the identity of the organization and thus, are its greatest value creator.
Call For Papers Articles Publication Management Research Innovation Strategy
[download pdf] Ultimately Contingent: Leveraging the Power-Web of Culture, Leadership, & Organization Design for Effective Innovation David Stehlik Today’s business world is fast-paced, and successful organizations must innovate, especially as technologies become ever more crucial to securing market success.Effective organizational innovation depends on the alignment of culture, leadership, and organization design.[download pdf] Mentoring the Next Generation for Innovation in Today’s Organization Teresa M.The next generation of innovators, the Millennials, find meaning in value creation.Thriving organizations of the future will value “Millennovators” - Millennial innovators.Moon In order to succeed, organizations must innovate.Innovators create in the context of interactions and relationships.And, culture figures into the innovation equation directly, as some cultural characteristics are more conducive to innovation than others.The following article, therefore, argues that organization design and leadership, when combined and based upon studied cultural awareness, optimized for unique industry and environment alignment, leads to greater innovation effectiveness.Research in the fields of leadership and organization design illustrates that innovativeness is a competency advanced by particular kinds of leadership and through specific organization designs.Similarly, research displays how cultural differences play a role in the success of particular kinds of leadership, which also affects organization design.