CMM in practice: processes for executing software projects at Infosys
CMM in practice: processes for executing software projects at Infosys
Sorting things out: classification and its consequences
Sorting things out: classification and its consequences
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Platform Leadership
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Making a Difference: Organization as Design
Organization Science
Managing as Designing
Organizing Far from Equilibrium: Nonlinear Change in Organizational Fields
Organization Science
Multiple Faces of Codification: Organizational Redesign in an IT Organization
Organization Science
Dealing with Unusual Experiences: A Narrative Perspective on Organizational Learning
Organization Science
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We explore how organizations may be designed to transform themselves even as they continue to perform seamlessly on a day-to-day basis. Our inquiry frame recognizes that organizational designs comprise several elementspeople, technologies, processes, and governance. Our study of an exemplary organization, Infosys Technologies, yields two insights. At Infosys, each design element is seeded with generative properties. As these design elements interact, reinforcing and balancing one another, an overall organizational platform of resources, capabilities, and options emerges. The company draws on this emergent platform to perform in real time even as it transforms itself to adapt to changing environments.