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Enriched Engagement Through Assistance to Systems’ Change: A Proposal

Published online by Cambridge University Press:  07 January 2015

George B. Graen
George B. Graen*
Affiliation:
The University of Illinois, Champaign–Urbana
*
E-mail: lmxlotus@aol.com, Address: Psychology, Labor and Industrial Relations, The University of Illinois, Champaign–Urbana, 10819 Gram B Circle, Lowell, Arkansas 72745
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Extract

Top management teams (TMTs) of postmodern multinational corporations are increasingly confronted by new multiple context shifts defining our advancing global knowledge era (Grant, 2000). These include seven major context changes, not the least of which is knowledge becoming the new driver, not labor, machine, or money (Graen, in press). In addition, some complicating elements are the dysfunctions of human psychology under drastic changes in contexts (Snowden & Stanbridge, 2004). Clearly our 20th-century organizational designs and processing engineering systems are in need of continuous improvement to remain competitive. What TMTs seek are new practical ways to bring about needed changes in corporate structures and systems (Graen, 2007).

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 1 , Issue 1 , March 2008 , pp. 74 - 75
Copyright
Copyright © Society for Industrial and Organizational Psychology 2008 

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Footnotes

*

Psychology, Labor and Industrial Relations, The University of Illinois, Champaign–Urbana

Dedicated in memory of my mentors: Marvin Dunnette, Mary Graen, Kelly Graen, Joseph McGrath, and Katsu Sano, and also in memory of my research partner, Mitsuru Wakabayashi

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