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Enhancing Organizational Agility Through Socio-Economic Management Consulting: A Case Study

Author

Listed:
  • Marc Bonnet

    (ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Véronique Zardet

    (ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • G. Worley

Abstract

The concept of agility has been developed by Chris Worley (2013) through noticing that many companies had hard times in implementing the strategy ( (Williams & Wheeler, 2009 ; Cummings & Worley, 2008...). Tom Williams and Steve Wheeler (2009) observe that large companies are efficient in the process of designing strategies, but have hard time in implementing strategies. Cummings & Worley (Center of Effective Organizations) have demonstrated that efficiency results form the ability to learn and change. Cummings, Worley, Lawler, Morhman, O'Toole, Crowther & al. have carried out a research scheme on agility which shows that the ability to change is difficult to learn, as evidenced by the high failure rate of organization change processes. This paper is aimed at showing the contribution of the Socio-Economic Approach to Management (SEAM) and to to management consulting focused on agility enhancement.

Suggested Citation

  • Marc Bonnet & Véronique Zardet & G. Worley, 2014. "Enhancing Organizational Agility Through Socio-Economic Management Consulting: A Case Study," Post-Print halshs-00986857, HAL.
    • Handle: RePEc:hal:journl:halshs-00986857
    as

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