Description
(R)Evolution studies the adaptation of industrial organisations to the dynamics of the environment by drawing an analogy with evolutionary biology, by extensively studying literature in management science, and by case studies. These investigations have lead to the insight that companies might evolve slower than generally expected; they doubt the effect of reorganizations, as commonly practiced in industry. Additionally, this work proposes the model for the Innovation Impact Point, the model for the Dynamic Adaptation Capability, the model for Collaboration. Introduction. Stagnation and evolution in industry. Evolution as model for business growth. Research objectives and methodology.- Part I: Evolutionary Models for Organizations. Interaction between organization and environment as evolutionary process. Evolutionary models for genetic variation. Landscape fitness and adaptation. Hypotheses for the evolution of organizations. Concluding evolutionary biology.- Part II: Review of Management Approaches. Technology management and innovation. Process innovation and business process re-engineering. learning organisation and knowledge management. Preluding the dynamic capability. Part III: Framework for Dynamic Adaptation Capability. Development of framework for adaptation. Application on strategic capacity management. Case studies.- Epilogue.- Conclusions.- Recommendations.
