The Strategy Pathfinder or Creating a Strategic Human Resources Organization

The Strategy Pathfinder: Core Concepts and Micro-Cases

Author: Chris Smith

The Strategy Pathfinder is built around micro-cases of real-life problems faced by companies and executives. These micro-cases help readers to engage with the kinds of situations they will encounter in their working lives while provoking discussions about key theoretical themes. Original presentation and design makes this an essential companion for both the business-school classroom and the executive briefcase. The Strategy Pathfinder brings experienced and potential executives alike an instant guide to the concepts and techniques they need to know.

An innovative introduction to strategy.

Makes readers active “producers” of strategy, rather than passive recipients of received wisdom.

Presents essential pathways through the strategy jungle.

Each case provokes discussion about a key theoretical theme.

Encourages readers to form a view themselves, and then test it against the views of others, before offering recommendations about how best to proceed.

Cases are drawn from Africa, the Americas, Asia, Europe and Oceania.

Supported by online lecturer supplements, available at blackwellpublishing.com/angwin.

Table of Contents:

The Strategy Pathfinder User’s Guide.
Strategic Pathsways.
The Strategy Paths Combined.
1. Macro-Shocks.
2. Movers & Shakers.
3. Industry Terrain.
4. The Big Picture.
5. Perfect Positioning.
6. Living Strategy.
7. Corporate Character.
8. Crossing Borders.
9. Guiding Change.
10. Sustain Ability.
11. Maverick Strategies.
Notes.
References.
Primary Chapter and Case Authors.
Acknowledgements.
Index.

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Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions

Author: Edward E Lawler

Corporations are undergoing dramatic changes that have significant implications for how human resources are best managed and organized. There is growing consensus that human capital is critical to an organization’s success. But how should the HR function itself be organized? Is change in HR keeping pace with organizational change overall?

Creating a Strategic Human Resources Organization reports the findings from a 6-year longitudinal study of whether and how the HR functions in large corporations are responding to the challenges and opportunities posed by the changing business environment. The book identifies the changes that will be required in order for HR to become a true strategic partner, and suggests why, in too many companies, this transition is not occurring. It examines the paradoxical roles played in this transition by the focus on talent management and the application of IT capabilities, and proposes a new way of conceptualizing HR as providing three service lines. It finds that the most effective HR teams are substantially changing their mix of activities to become knowledge-based contributors to organizational strategy and effectiveness.

The authors conclude that HR is at a crossroads, and will either have to face up to these challenges or become a marginal contributor to corporate success.

The study was carried out at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California, and was funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.