IBMA: Comparative International Management

The topics are much related to one another in that they are all concerned with linking the important concepts that are necessary in understanding the transformative management of an organization. The topics have both similarities and differences. One major way in which the topics are related is that many of them emphasize an adaptive organizational culture as a means of realizing transformation in the organization. For example, the topic of “Culture of Contribution” clearly details and emphasizes that; successful, transformative management comes about through the enhancement of a collaborative culture (Heckscher, 2007, p117). This is similar to the emphasis on the topic of “Collaborative Infrastructure,” since; an adaptive culture is realized through collaborative organizational systems (Heckscher, 2007, p137). On the same note, chapter eight: “Journeys: Winding Paths to Collaboration”focuses on strengthening linkages in an organization to promote an adaptive culture (Heckscher, 2007, p137). Chapter eight is connected to the others in that, for an organization to realize an adaptive culture, leading to transformation, there must be interactive leadership. Interactive leadership has been supported by Applegate, Austin and Collins (2009), Applegate, Collins, Heckscher and Michael (2008), Beer, Eisenstat and Spector (2000) and Kotter and Heskett (1992). In their arguments, all these authors have supported strong, unified organizational values and interactive leadership as avenues to realizing organizational transformation. The articles also have differences. For example, Beer, Eisenstat and Spector (2000), in their article rubbish the idea of culture as an avenue to organizational transformation.

These topics and their interconnections are very helpful in understanding comparative international management. Even with the fact that modern organizations are pressed to keep on adopting new ways of doing things (change), there are many challenges that hinder its realization. Applying the concepts derived from these topics and their interconnections enables one to comparatively analyze international management concepts and adopt the best. For example, from the case of IBM (Applegate, Austin and Collins (2009), and as supported by Heckscher (2007, p118, 138, 212) and Michael, Neubert and Michael (2012), a strong organizational culture, with a good value chain and collaborative infrastructure is the essence of transformational management. A student of international management cannot fail in the practice if they can do their comparison, with such background knowledge, and apply the best concepts.

In my work experience, I have witnessed both organizational failure in change management, and success in the same. I admit that one time, an organization I was working for failed terribly in implementing change because of unadoptive corporate culture. Just as Gestner Lou acknowledges in the case of IBM (Applegate, Austin and Collins, 2009), the structures within my organization were poor. In the instances of organizational transformation, organizational culture and collaborative systems have played a key role. In addition, the role of the top management in unifying the key players has been very valuable.

The cases of IBM are very relevant in this critical insight. As confessed in the article by Applegate, Austin and Collins (2009, p. 807), IBM broke to the extent of realizing losses in terms of billions, because of problems from “within,” related to organizational culture and value systems. However, after reviewing their leadership and organizational values, the organization started rising in the early 1990s (Heckscher, 2007, p 228). As most of the authors of these articles have advocated strong organizational values, values served as the basis for formulating strategies for transformation in IBM. Applegate, Collins, Heckscher and Michael (2008, p. 4) record that; values: “ are the lens for making decisions.” Since values are a major component of organizational culture, it is clear that an adoptive culture, collaborative infrastructure and interactive leadership are the main elements of transforming an organization.

References

Appelgate, L. M., Austin, R., Heckscher, C., & Michael, B. (2008) “IBM’s decade of transformation: uniting vision and values”, HBS Case Study.

Appelgate, L. M., Austin, R., & Collins, E. (2009) “IBM’s decade of transformation: turnaround to growth”, HBS Case Study.

Beer, M., Eisenstat, R., & Spector, B. (1990). Why change programs don’t provide change.Harvard Business Review, pp. 158 – 166

Heckscher, C. C. (2007). The Collaborative Enterprise: Managing Speed and Complexity in Knowledge-Based Businesses. Connecticut: Yale University Press.

Kotter, J. P. & Heskett, J. L. (1992).”On the Role of Top Management”, in Corporate culture and Performance. New York: The Free Press. Chapter 11: pp. 141 – 151.

Michael, B., Neubert, M., & Michael, R. (2012).Three alternatives to organizational value change and formation: top down, spontaneous decentralized and interactive dialogical.The Journal of Applied Behavioral Science, 48(3), 380– 409.