many helpful discussions, the anonymous referees for their comments, and managers of Lucent Strategy research consists of a balance between positive and normative theory. Normative theories suggest particular heuristics, or cognitive representations, to find appropriate solutions. Heuristics permit faster solutions to real-time problems; they also suffer from the potential of negative transfer to inappropriate applications. The theory of real options provides an appropriate heuristic framing of competencies and exploratory search. A real options approach marries the theory of financial options to foundational ideas in strategy, organizational theory, and complex systems. We join these approaches to identify three pairs of concepts: scarce factor and the underlying asset in option theory, inertia and irreversibility, and the ruggedness of landscape and option values. Strategic theories of resources largely define a core competence as unique and non-immutable. In doing so, this definition has wrongly forgotten Barney’s initial insight into scarce factor markets as determining the valuation of a competitive asset. Financial theory of real options derives its heuristics of investing in exploratory search by inferring future value of today’s investments from

This paper describes ten factors that affect organizational change in software process improvement initiatives based on the Capability Maturity Model or the ISO 9000 quality standards. It also assesses the relative importance of these factors and compares the findings with the results of previous research into organizational change in software process improvement. The paper is based on an analysis of published experience reports and case studies of 56 software organizations that have implemented an ISO 9000 quality system or that have conducted a CMMbased process improvement initiative.

Many industries today behave like a massively interconnected network of organizations, technologies, consumers and products. Perhaps the most dramatic and widely known example is the computing industry. In contrast with the vertically integrated environment of the 1960s and 1970s, today’s industry is divided into a large

Profile analysis is proposed as a means for advancing empirical change process research. In the context of organizational studies, a profile can be viewed as a set of sequentially arranged factors that expresses the relative strength of individual factors and holistic patterns inside or between organizational entities. To demonstrate the utility of the approach in change process research, profile analysis was employed in a cross-sectional study. Hypotheses related to Lewin’s three-step model of change were tested using data obtained from managers involved in change implementation. Results confirmed a progression through Lewin’s unfreezing-movement-refreezing sequence during implementation. Profiles that reflected higher systematic use of change process factors were also found related to implementation success. Many future research opportunities are apparent, such as investigating interorganizational change profile types and using profile analysis to enhance longitudinal research designs.

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This paper is based on research-in-progress that examines how a firm’s information technology (IT) capabilities affect its ability to innovate. Prior research has identified five dimensions of IT capability and three activities related to innovation. The current research draws on these themes and examines the interplay among these factors. We used a multiple case study method and studied innovation activities at three case sites. The findings so far have revealed that the different aspects of IT capability do indeed affect an organization’s ability to innovate and influence the innovation process in different ways. The paper explains how and why this is so, and identifies areas for further enquiry.

Many industries today behave like a massively interconnected network of organizations, technologies, consumers and products. Perhaps the most dramatic and widely known example is the computing industry. In contrast with the vertically integrated environment of the 1960s and 1970s, today’s industry is divided into a large

Summary: This five-week global strategy course is somewhat of a crash course for expatriates – developing an understanding of strategy while exposing you to the challenge and rewards of negotiating your position as an opportunistic entrepreneur in a complex organization! Each block will provide you with information about (1) yourself, (2) fundamental perspectives in strategic management and global strategy, and (3) world socio-politics and economics. The topics and concepts covered in each block are outlined below, and detail on your assignments is provided in the following pages. An integral part of the course will be the application of what you have learned throughout the program in an engagement with Badger Meter, Inc. (Ticker: BMI). You will conclude the course with a strategy presentation to Badger Meter’s top management team.

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Criteria for Performance Excellence (CPE) has become a widespread practice among all types of organizations. Empirical evidence suggests that Baldrige Award-based assessment typically results in improvements to managerial processes. Although the notion of process change is embedded within the CPE framework, the criteria do not explicitly address how an organization manages such change. In this article, the linkage between the criteria and change management is described. It is suggested that an effective process change management model can be derived from the framework of the criteria for performance excellence. Using concepts from the literatures on organizational change, assessment, and learning, a model for managing change in the context of the criteria is generated. The change process model parallels the model of strategic change that has been historically well specified by the CPE and refines the criteria notion of learning. These two models are linked by the exchange of information between the organizational performance review item and diagnostic self-assessment activities. Suggestions on how the organizational performance review item in the criteria can be expanded to incorporate change management as an explicit area to address are made. Key words: evaluation, organizational change, quality management, self-assessment Self-assessment using the Malcolm Baldrige Award Criteria for Performance Excellence (CPE) has been an