Managing Organizational Responsiveness
Toward a Theory of Responsive Practice
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Beschreibung
Responsiveness - conceived of as an organization's ability to listen, understand and respond to demands put to it by its stakeholders - has become a crucial, yet underresearched concept in strategic change and organization development.
Claus Jacobs develops a concept of enactive responsiveness that transcends the traditional stimulus-response metaphor by re-introducing the dialogical and relational dimensions of responsiveness. Based on an interpretive case study of a 12-month organizational change project in a health care organization, he conceptualizes responsiveness as a perceptive, reflective and adaptive capacity of an organization. Thus, this study contributes to the development of a theory and practice of 'organizational answerability'.
Responsiveness - conceived of as an organization's ability to listen, understand and respond to demands put to it by its stakeholders - has become a crucial, yet underresearched concept in strategic change and organization development.
Claus Jacobs develops a concept of enactive responsiveness that transcends the traditional stimulus-response metaphor by re-introducing the dialogical and relational dimensions of responsiveness. Based on an interpretive case study of a 12-month organizational change project in a health care organization, he conceptualizes responsiveness as a perceptive, reflective and adaptive capacity of an organization. Thus, this study contributes to the development of a theory and practice of 'organizational answerability'.
Autor*in
Claus Jacobs
Themen in »Managing Organizational Responsiveness«
Aktionsforschung Change Forschung, qualitative Organisation Organisationslernen Responsivität Strategie Strategisches Management organization organization development