Organisational strategies

Callan, V. J. (1993). Individual and organisational strategies for coping with organisational change. Work and Stress, 7, 63-75. 

Integrate marketing strategy with the "competitive factors" of customer requirement - examine for any mismatch between organisation strategy and operational potentialities. 

Royer, J.S., 1999. Co-operative organisational strategies a neo-institutional digest. J. of Coop. 14, 44-67. Shelanski, H. and P.G. Klein, 1995. Empirical research in transaction cost economics a review and assessment. J. of Law, Econ., andOrg. 11, 335-61. 

It is envisaged that the proposed approach could provide risk managers and infrastructure analysts with a flexible tool for use in understanding the importance of developing organisational strategy in order to increase the resilience of the system to unforeseen operational uncertainties in a transparent manner. 

Traditional thinking is that this organisational strategy will deliver cost advantages to a global company. While this is true for production costs, the same is not necessarily tme for inventory-holding costs and transport costs. 

Collaborative planning, forecasting and replenishment an approach to effective supply chain and organisational strategy. 

Clark, K. B. and Fujimoto, T. 1991 Product Development Performance Strategy, Organisation and Management in the World Auto Industry. Boston Harvard Business School Press. 

Shallow innovation can appear to be an attractive strategy. Particularly where a specific ingredient is a cause for concern, finding a substitute looks like the quickest and most cost-effective solution. Organisations like the Environmental Protection Agency in the US have collated tables of known substitutes for materials where the environmental or health and safety profile have caused concern. This approach is particularly used for solvents, and has been quite effective. ... 

But even a small-scale trial-and-error strategy has to be organised within society. As discussed in the previous section, iimovations are rather improbable and disadvantaged by stractural frameworks. Iimovations depend upon freedom for them to be developed. At the same time safety barriers have to be formulated within which the search process can move freely. For example, possible environmental effects must be anticipated, necessitating controlled release in small increments and retrievability must be ensured. (Quantitative and qualitative restrictions must be imposed so that retrieval and repair options can still be effective if a trial is aborted. This approach is more successful if the persistence and spatial range of a chemical is low than for persistent chemicals like CFCs and PCBs. This requires that limited Teaming spaces or experimentation spaces have to be created intentionally under technical and economic risk considerations. Small increments and a steady increase are to be preferred, accompanied by intensive monitoring of detectable consequences. 

Figure 22 Schematic view of three strategies for the preparation of monodirectional antenna materials, (a) Organisation of zeohte L crystals on a substrate. The channels are oriented perpendicular to the surface. Dye molecules can only be inserted from one side, (b) Multilayer organization of charged polymers and zeolite L crystals loaded with different dyes, (c) Multilayer organization of oppositely charged zeolite L crystals.

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