Table of Contents for
Notes

Notes by Jerry Porras, Christopher G. Worley, Edward E. Lawler III Built to Change

Cover
Title
Copyright
Foreword
Preface
Chapter 1: Why Build Organizations to Change
- Why Organizations Need to Change
- Types of Change
- Organizations Are Built to Be Stable
- The Built to Change Logic
- Conclusion
Chapter 2: A Dynamic View of Organizational Effectiveness
- Organizations Are Like Careers
- The Built-to-Change Model
- Environmental Scenarios Drive Strategizing and Effectiveness
- Identity Is Central to Good Strategizing
- Strategizing Is a Pivotal Conversation
- Creating Value Through Competencies and Capabilities
- Designing Integrates the Organization
- Configuration and Alignment Drive Performance
- Conclusion
Chapter 3: Strategizing
- Strategy in B2Change Organizations
- Identity
- Strategic Intent
- The Strategizing Process
- Conclusion
Chapter 4: Structuring for Effectiveness and Change
- External Focus
- Structuring for Change
- Creating New Businesses
- Conclusion
Chapter 5: Developing the Right Information, Measurement, and Decision-Making Processes
- Information
- Measurement
- Decision Making
- Conclusion
Chapter 6: Acquiring the Right Talent
- Adopting an Employment Strategy
- Motivation and Recruiting
- Attract the Right Talent
- Identifying the Right Talent
- Acquiring Companies and Human Capital
- Rerecruiting the Best
- Conclusion
Chapter 7: Managing Human Capital
- Keeping the Right People
- Measuring Human Capital
- Targeting Critical Work and Individuals
- Creating Career Opportunities
- Managing Layoffs and Downsizing
- Developing a Training Strategy
- Conclusion
Chapter 8: Meeting the Leadership Challenge
- Effective Leadership Redefined
- Leadership Talent
- A Company of Leaders
- Conclusion
Chapter 9: Designing Reward Systems
- Motivation and Rewards
- Rewards and Performance
- Organization Structure and Rewards
- Organizational Identity and Rewards
- Strategic Intent and Rewards
- Conclusion
Chapter 10: Rewarding Performance and Change
- Seniority-Based Rewards
- Merit-Pay Plans
- Bonuses
- Profit Sharing
- Stock Ownership
- Person-Based Pay
- Egalitarian Perquisites
- Rewards for Risk Taking and Innovation
- Dealing with Failure
- Conclusion
Chapter 11: Creating a Built-to-Change Organization
- The Transition Process
- Create a Change-Friendly Identity
- Pursue Proximity
- Build an Orchestration Capability
- Adopt Strategic Adjustment as a Normal Condition
- Seek Virtuous Spirals
- Conclusion
Notes
Acknowledgments
About the Authors
Index
End User License Agreement

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Chapter 11: Creating a Built-to-Change Organization

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Acknowledgments

Notes

CHAPTER ONE

1. Lawler, E. E., III, Mohrman, S. A., and Benson, G. S. Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in Fortune 1000 Companies. San Francisco: Jossey-Bass, 2001.

2. Becker, B., and Huselid, M. “High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications.” In G. Ferris (ed.), Research in Personnel and Human Resources Management (Vol. 16). Greenwich, Conn.: JAI Press, 1998. See also Huselid, M. A. “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.” Academy of Management Journal, 1995, 38(3), 635–672.

3. Lev, B. Intangibles. Washington, D.C.: Brookings Institution, 2001.

4. Christensen, C. The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston: Harvard Business School Press, 1997.

5. Lewin, K. Resolving Social Conflicts. Washington, D.C.: American Psychological Association, 1997.

6. Foster, R., and Kaplan, S. Creative Destruction: Why Companies That Are Built to Last Underperform the Market—and How to Successfully Transform Them. New York: Currency/Doubleday, 2001.

7. Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1997.
Tichy, N. M. The Leadership Engine. New York: HarperBusiness, 1997.

8. Greiner, L., Cummings, T., and Bhambri, A. “When New CEOs Succeed and Fail: 4-D Theory of Strategic Transformation.” Organizational Dynamics, 2002, 32(3), 1–17.
Khurana, R. Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs. Princeton, N.J.: Princeton University Press, 2002.
Zhang, Y., and Rajagopalan, N. “When the Known Devil Is Better Than an Unknown God: An Empirical Study of the Antecedents and Consequences of Relay CEO Succession.” Academy of Management Journal, 2004, 47(4), 483–500.

CHAPTER TWO

1. Porter, M. Competitive Strategy. New York: Free Press, 1980.
Kay, J. Foundations of Corporate Success: How Business Strategies Add Value. Oxford: Oxford University Press, 1993.
Ghemawat, P. Commitment. New York: Free Press, 1991.

2. Prahalad, C. K., and Hamel, G. “The Core Competence of the Corporation.” Harvard Business Review, 1990, 68(3), 79–91.

3. Ulrich, D., and Lake, D. Organizational Capabilities. New York: Wiley, 1990.

4. Lawler, E. E., III. Treat People Right! How Organizations and Individuals Can Propel Each Other into a Virtuous Spiral of Success. San Francisco: Jossey-Bass, 2003.

CHAPTER THREE

1. Hatch, M. J., and Schultz, M. “The Dynamics of Organizational Identity,” Human Relations, 2002, 55(8), 989–1018.

2. This process was first described by Michael Robert. Robert, M. Strategy: Pure and Simple. New York: McGraw-Hill, 1993.

3. Our model represents an integration of views from two primary sources: Carroll, G., and Hannan, M. Organizations in Industry: Strategy, Structure and Selection. New York: Oxford University Press, 1995; and Hambrick, D., and Fredrickson, J. “Are You Sure You Have a Strategy?” Academy of Management Executive, 2001, 15(4), 48–59.

4. Gladwell, M. The Tipping Point. New York: Little, Brown, 2000.

CHAPTER FOUR

1. Galbraith, J. The Customer-Centric Organization. San Francisco: Jossey-Bass, 2005.

2. Hackman, J. R., and Oldham, G. Work Redesign. Reading, Mass.: Addison-Wesley, 1980.
Hackman, J. R., and Lawler, E. E., III. “Employee Reactions to Job Characteristics.” Journal of Applied Psychology, 1971, 55, 259–286.

3. Lawler, E. E., III. From the Ground Up: Six Principles for Creating New Logic Organizations. San Francisco: Jossey-Bass, 1996.

4. Gibson, C. B., and Cohen, S. G. (eds.). Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness. San Francisco: Jossey-Bass, 2003.

5. Galbraith, J. R. Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process. San Francisco: Jossey-Bass, 2005.

6. Lawler, E. E., III, Ulrich, D., Fitz-enz, J., Madden, J., and Maruca, R. Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done. San Francisco: Jossey-Bass, 2004.

7. Bossidy, L., and Charan, R. Execution: The Discipline of Getting Things Done. New York: Crown Business, 2002.

CHAPTER FIVE

1. Lawler, E. E., III, Mohrman, S. A., and Benson, G. Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in the Fortune 1000. San Francisco: Jossey-Bass, 2001.

2. Lawler, E. E., III. Rewarding Excellence: Pay Strategies for the New Economy. San Francisco: Jossey-Bass, 2000.

3. Lawler, Rewarding Excellence.

4. Mohrman, A. M., Jr., Resnick-West, S. M., and Lawler, E. E., III. Designing Performance Appraisal Systems: Aligning Appraisals and Organizational Realities. San Francisco: Jossey-Bass, 1989.

5. Welch, J., with Welch, S. Winning. New York: HarperBusiness, 2005.

6. Ulrich, D., and Smallwood, N. “Capitalizing on Capabilities.” Harvard Business Review, 2004, 82(6), 119.

7. Kaplan, R. S., and Norton, D. P. Strategy Maps. Boston: Harvard Business School Press, 2004.

8. Lawler, E. E., III, Ulrich, D., Fitz-enz, J., Madden, J., and Maruca, R. Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done. San Francisco: Jossey-Bass, 2004.

9. Hope, J., and Fraser, R. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Boston: Harvard Business School Press, 2003.

10. Lawler, E. E., III. From the Ground Up: Six Principles for Creating New Logic Organizations. San Francisco: Jossey-Bass, 1996.

11. Lawler, From the Ground Up.

CHAPTER SIX

1. Human Capital Institute. ROI in Talent and Talent Management Thought Leader Panel Session. www.humancapitalinstitute.org. Oct. 5, 2004.

2. Maslow, A. H. Motivation and Personality. New York: HarperCollins, 1954.
Maslow, A. H. Toward a Psychology of Being. New York: Wiley, 1968.

3. Lawler, E. E., III. Motivation in Work Organizations. Pacific Grove, Calif.: Brooks/Cole, 1973.

4. Lawler, E. E., III, Mohrman, S. A., and Benson, G. S. Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in Fortune 1000 Companies. San Francisco: Jossey-Bass, 2001.

5. Lawler, Mohrman, and Benson, Organizing for High Performance.

CHAPTER SEVEN

1. Mobley, W. H. “Intermediate Linkages in the Relationship Between Job Satisfaction and Employee Turnover.” Journal of Applied Psychology, 1977, 62, 237–240.
Mobley, W. H., Griffeth, R. W., Hand, H. H., and Meglino, B. M. “Review and Conceptual Analysis of the Employee Turnover Process.” Psychological Bulletin, 1979, 86, 493–522.
Mobley, W. H., Horner, S. O., and Hollingsworth, A. T. “An Evaluation of Precursors of Hospital Employee Turnover.” Journal of Applied Psychology, 1978, 63, 408–414.
Mowday, R. T., Porter, L. W., and Sterrs, R. M. Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York: Academic Press, 1982.

2. Steel, R. P., and Griffeth, R. W. “The Elusive Relationship Between Perceived Employment Opportunity and Turnover Behavior: A Methodological or Conceptual Artifact?” Journal of Applied Psychology, 1989, 74, 846–854.

3. Michaels, E., Handfield-Jones, H., and Axelrod, B. The War for Talent. Boston: McKinsey, 2001.

4. Welch, J., with Welch, S. Winning. New York: HarperBusiness, 2005.

5. Huselid, M., Becker, B., and Beatty, R. The Workforce Scorecard. Boston: Harvard Business School Press, 2005.

6. Boudreau, J. W., and Ramstad, P. M. “Talentship and the Evolution of Human Resource Management. From ‘Professional Practices’ to ‘Strategic Talent Decision Science.’” Human Resource Talent Journal, 44(2), 129–136.
Boudreau, J. W., Ramstad, P. M., and Dowling, P. J. “Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success.” In W. Mobley and P. Dorfman (eds.), Advances in Global Leadership (Vol. 3). Greenwich, Conn.: JAI Press/Elsevier Science, 2003.

7. Cascio, W. F. Responsible Restructuring: Creative and Profitable Alternatives to Layoffs. San Francisco: Berrett-Koehler, 2002.

CHAPTER EIGHT

1. Greiner, G., Cummings, T., and Bhambri, A. “When New CEOs Succeed and Fail: 4-D Theory of Strategic Transformation.” Organizational Dynamics, 2002, 32(3), 1–17.
Khurana, R. Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs. Princeton, N.J.: Princeton University Press, 2002.

2. Stogdill, R. M., and Coons, A. E. (eds.). Leader Behavior: Its Description and Measurement. Columbus: Bureau of Business Research, Ohio State University, 1957.

3. Tam, P. W. “Boss Talk: Hitting the Ground Running; New CEO of HP Immerses Himself in Studying Company; ‘Management Is a Team Sport.’” Wall Street Journal, Apr. 4, 2005, p. B1.

4. Neff, T. J., and Citrin, J. M. Lessons from the Top: The Fifty Most Successful Business Leaders in America—and What You Can Learn from Them. New York: Doubleday, 2001.

5. O’Toole, J., Pasternack, B., and Bennett, J. “Economically Correct Leadership.” Leader to Leader, Winter 2001, 19, 36–42.

6. McCall, M. W., Jr., Lombardo, M. M., and Morrison, A. M. The Lessons of Experience: How Successful Executives Develop on the Job. San Francisco: New Lexington Press, 1988.

7. Conger, J. A., and Toegel, G. “360-Degree Feedback: Time for Reinvention.” Academy of Management Learning and Education Journal, 2003, 2(3), 297–311.

CHAPTER NINE

1. Lawler, E. E., III. Rewarding Excellence: Pay Strategies for the New Economy. San Francisco: Jossey-Bass, 2000.

2. Lawler, E. E., III. Motivation in Work Organizations. Pacific Grove, Calif.: Brooks/Cole, 1973.
Pinder, C. C. Work Motivation in Organizational Behavior. Upper Saddle River, N.J.: Prentice Hall, 1998.
Jenkins, G. D., Jr., Mitra, A., Gupta, N., and Shaw, J. D. “Are Financial Incentives Related to Performance? A Meta-Analytic Review of Empirical Research.” Journal of Applied Research, 1998, 83, 777–787.

3. Locke, E. A., and Latham, P. G. A Theory of Goal Setting and Task Performance. Upper Saddle River, N.J.: Prentice Hall, 1990.

4. Lawler, Motivation in Work Organizations.

5. Hackman, J. R., and Oldham, G. Work Redesign. Reading, Mass.: Addison-Wesley, 1980.

6. Lawler, E. E., III. From the Ground Up: Six Principles for Creating New Logic Organizations. San Francisco: Jossey-Bass, 1996.

CHAPTER TEN

1. Heneman, R. L. Merit Pay. Reading, Mass.: Addison-Wesley, 1992.

2. Worley, C., Bowen, D., and Lawler, E. E., III. “On the Relationship Between Objective Increases in Pay and Employees’ Subjective Reactions.” Journal of Organizational Behavior, 1992, 13, 559–571.

3. Lawler, E. E., III, Mohrman, S. A., and Benson, G. S. Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in Fortune 1000 Companies. San Francisco: Jossey-Bass, 2001.

4. Lawler, E. E., III. Rewarding Excellence: Pay Strategies for the New Economy. San Francisco: Jossey-Bass, 2000.

5. Lawler, E. E., III. “Pay Practices in Fortune 1000 Corporations.” WorldatWork Journal, 2003, 12(4), 45–54.

6. Lawler, Rewarding Excellence.

7. Biasi, J., Kruse, D., and Bernstein, A. In the Company of Owners: The Truth About Stock Options (and Why Every Employee Should Have Them). New York: Basic Books, 2003.

CHAPTER ELEVEN

1. Cummings, T., and Worley, C. Organization Development and Change. (8th ed.) Mason, Ohio: Southwestern College Publishing, 2005.

2. Schein, E. H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 1985.

3. Weick, K. E. The Social Psychology of Organizing. Reading, Mass.: Addison-Wesley, 1979.

4. Dosi, G., Nelson, R., and Winter, S. The Nature and Dynamics of Organizational Capabilities. New York: Oxford University Press, 2000.

5. Lawler, E. E., III. High Involvement Management. San Francisco: Jossey-Bass, 1986.

6. Druckman, D., Singer, J., and Van Cott, H. Enhancing Organizational Performance. Washington, D.C.: National Academy Press, 1997.

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Table of Contents for Notes

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CHAPTER ONE

CHAPTER TWO

CHAPTER THREE

CHAPTER FOUR

CHAPTER FIVE

CHAPTER SIX

CHAPTER SEVEN

CHAPTER EIGHT

CHAPTER NINE

CHAPTER TEN

CHAPTER ELEVEN

Table of Contents for
Notes