Professor, Researcher, Author and Consultant. Loves sailing, family and French wine... not necessarily in that order.
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Articles by Christopher Worley
Professor and Practitioner: Strategy, Power and Politics, and Curiosity in Org Design with Chris Worley
🎧 Spotify, Apple 📺 YouTube Please hit subscribe wherever you consume our podcast ✌️ Christopher G. Worley is a Research Professor of Management at Pepperdine University's Graziadio Business School and a professor at Rennes Business School in France.
Forward to the Past
Castañer, X., Oliveira, N. ( ). Collaboration, coordination, and cooperation among organizations: Establishing the distinctive meanings of these terms through a systematic literature review . Journal of Management, 46(6), - . https://doi.org/10.1177%2F0149206320901565 Gulati, R., Wohlgezogen, F., Zhelyazkov, P. ( ). The two facets of collaboration: Cooperation and coordination in strategic alliances . Academy of Management Annals, 6(1), - .
Perspectives
Embracing Agility in Culture and Organizational Structure Laura Morgan Roberts, Ph.D., is the Co-Founder and Principal of R-PAQ Solutions, LLC, and a Professor of Practice at the University of Virginia’s Darden School of Business. She can be reached at laura@lauramorganroberts.com.
Designing HR for Digitally-Enabled Agile Organizations
Even with our attention appropriately focused on Black Lives Matter and COVID-19, it’s hard to escape discussions of agile and digital transformation. But when I talk with managers and executives today, I have to ask, “What do you mean when you say agile/digital transformation?” The answers vary. It could mean that the organization is struggling to digitalize the customer experience, or that it is trying to stand up agile teams, or it could mean changing the business or operating models.
Guest opinion: Christopher Worley: Congress could heat up solar industry
By Christopher Worley The U.S. solar industry is known for its resilience, weathering economic and policy obstacles over the years, from the Great Recession to now the coronavirus pandemic. Like most industries, the pandemic has been an unprecedented challenge for the solar sector that has caused 72,000 Americans to lose their solar jobs. At the same, time solar projects continue to be built and solar power plants continue to generate electricity at a profit.
Designing Organizations That Are Built to Change
As the pace of globalization and social change quickens, executives are correctly calling for greater agility, flexibility and innovation from their companies. Largely ignored in these pleas, however, is the simple fact that organizations have been designed to seek sustainable competitive advantages and stability. Indeed, buried deep in the managerial psyche, and bolstered by decades of theory and practice, is the assumption that stability is not only desirable and effective but also attainable.
Creating Management Processes Built For Change
The word “agility” has entered the business lexicon like few other terms in recent memory.1 Today’s strategists extol the importance of strategic agility and resilience. IT professionals talk about the need for agile software development. Yet even as agility is mentioned more often and in more management contexts,2 we believe that the core concept is misunderstood.
The Key to Every Successful Business is Agility
With most economic indicators suggesting that the Great Recession is coming to an end, it’s tempting for a business that has successfully weathered the storm to breathe a sigh of relief and look forward to business as usual. But experience tells us that complacency is the worst mistake a business -- especially a startup -- can make.Just ask Digital Equipment Corporation (DEC), the precursor to Microsoft and Apple and creator of the minicomputer.
The Agility Factor
Everybody knows that big corporations, by nature, maneuver like battleships. Held back by their own inertia and current business strategies, they cannot turn quickly when the competitive environment changes. Everybody also knows that high performance, as measured by shareholder returns, is impossible to sustain over the long term; no company consistently beats the market. But a recent in-depth study of long-term performance suggests an alternative point of view about business strategy.
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