000			01672naa a2200181uu 4500
001			8022115115810
003			OSt
005			20190211163432.0
008			080221s2008 xx ||||gr |0|| 0 eng d
100	1		_aDOVEY, Ken _93034
245	1	0	_aThe Role of enterprise logic in the failure of organizations to learn and transform : _ba case from the financial services industry
260			_aLondon : _bSage Publications, _cNovember 2007
520	3		_aProfound change in the global business environment is foregrounding the need for new competitive strategies in organizations. The realization that success in the era of knowledge capitalism depends upon the creative productivity of knowledge workers is focusing attention on the forms of intangible capital that underpin creativity, learning and innovation as sources of competitive advantage. In this article we argue that many organizations are failing to execute mission-critical change because their leaders fail to comprehend how such change is inhibited by the `enterprise logic' of the organization. Through the case of an Australian financial services company, we show that embedded within the functional hierarchical structure of most large organizations is the strategic intention of managerial control, and we argue for the envisioning and development of a form of enterprise logic that is predicated on new structural forms that encompass the principles of co-ownership and lateral power relations
700	1		_aFENECH, Bryan _933677
773	0	8	_tManagement Learning _g38, 5, p. 573-590 _dLondon : Sage Publications, November 2007 _xISSN 13505076 _w
942			_cS
998			_a20080221 _b1511^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c25715 _d25715
041			_aeng