April 2001, MIT Sloan research page
Leaders can turn a crisis into a springboard for
organizational change, say MIT Sloan Professor John S. Carroll and
co-author Sachi Hatakenaka in the spring 2001 issue of the MIT Sloan
Millstone Nuclear Power Station in Waterford, Conn.,
proved their case. In the mid-1990s, Millstone faced bankruptcy, media and
regulatory scrutiny over employee harassment and intimidation, and a
“broken” corporate culture.
By 1999, Millstone had transformed itself, driven
toward organizational change, write the authors, by “unprecedented
regulatory fiat, third-party oversight and, above all, leaders at every
level who were open to learning.”
Carroll and Hatakenaka, an MIT Sloan doctoral
candidate, chronicle the company's gradual path to change and draw
“lessons that can be used in all industries to improve managers' and
companies' competitiveness in turbulent business environments.”
Other highlights from the issue include:
- The Power of Strategic Integration
Robert A. Burgelman and Yves L. Doz on how multibusiness corporations can
exploit the opportunities that take full advantage of their capabilities
and their potential to pursue new strategies.
Actions to Profits in Strategic Decision Making
Marc J. Epstein and Robert A. Westbrook on how the Action-Profit Linkage
Model helps firms identify, measure and understand the causal links
between actions and profits.
to E-Business Leadership: Getting From Bricks to Clicks
Leslie P. Willcocks and Robert Plant on how leading business-to-consumer
corporations harness the Internet to acquire new customers and increase
their market share.
- The Hidden Costs of IT Outsourcing
Jérôme Barthélemy on how unforeseen costs can
undercut anticipated benefits.
- SMR Award: Richard Beckhard Memorial Prize
The editors announce the winners of the Richard Beckhard Memorial Prize
for the most outstanding SMR article on planned change and
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