This book examines the resurgence of good organization as a key competitive factor that was witnessed by firms in the 1990s. The author argues that to be competitive during this period, it was no longer sufficient to have a well-structured strategic plan, and that excessive hierarchy had to be removed. Traditional as well as high-tech companies were forced to evolve, and, the book asserts, the first lessons from these changes can now be drawn.Emmanuel Josserand argues that evolving industrial activity demands a more customized service, and to accomplish this, all sectors are moving towards networked organization, i.e. capable of flexibility and learning, with a capacity for change and problem solving through a process of self-organization, self-coordination and interconnectedness. The conclusion is that although the development of a network organization can be difficult, putting in place these mechanisms is, on balance, a positive move. The author goes on to state that in light of the acceleration of information and communication technology, companies should be capable of adapting themselves quickly, and that the network has thus become the inevitable way forward. The book calls upon experiences of four leading companies who adopted a management style in which decentralization and crosscutting relationships were essential to illustrate this.Highlighting pitfalls for practitioners to avoid, and examining the advantages and difficulties encountered, this book will appeal to researchers, academics and managers with a special interest in the network organization.

This book examines the resurgence of good organization as a key competitive factor that was witnessed by firms in the 1990s. The author argues that to be competitive during this period, it was no longer sufficient to have a well-structured strategic plan, and that excessive hierarchy had to be removed. Traditional as well as high-tech companies were forced to evolve, and, the book asserts, the first lessons from these changes can now be drawn.Emmanuel Josserand argues that evolving industrial activity demands a more customized service, and to accomplish this, all sectors are moving towards networked organization, i.e. capable of flexibility and learning, with a capacity for change and problem solving through a process of self-organization, self-coordination and interconnectedness. The conclusion is that although the development of a network organization can be difficult, putting in place these mechanisms is, on balance, a positive move. The author goes on to state that in light of the acceleration of information and communication technology, companies should be capable of adapting themselves quickly, and that the network has thus become the inevitable way forward. The book calls upon experiences of four leading companies who adopted a management style in which decentralization and crosscutting relationships were essential to illustrate this.Highlighting pitfalls for practitioners to avoid, and examining the advantages and difficulties encountered, this book will appeal to researchers, academics and managers with a special interest in the network organization.