(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.
Table of Content
Prologue.- Stagnation and Evolution in Industry.- Evolution as Model for Business Growth.- Research Objectives and Methodology.- Interaction between Organisation and Environment as Evolutionary Process.- Evolutionary Models for Genetic Variation.- Landscape Fitness and Adaptation.- Reference Model and Hypotheses for the Evolution of Organisations.- Concluding Evolutionary Biology.- Technology Management and Innovation.- Process Innovation and Business Process Re-engineering.- Learning Organisation and Knowledge Management.- Preluding the Dynamic Adaptation.- Development of Framework for Dynamic Adaptation.- Application to Strategic Capacity Management.- Case Studies.- Epilogue.- Conclusions.- Recommendations.
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