ORGANIZATIONAL DYNAMICS
VOL. 27, NO. 4, SPRING 1999


CONTENT

The Boundaryless Human Resource Function: Building Agency
and Community in the New Economic Era 7
DENISE M. ROUSSEAU, MICHAEL B. ARTHUR
Making both people and firms more successful is the essence of the new HR role.



Learning from Action: Imbedding More Learning into
The Performance Process Fast Enough to Make a Difference 19
LLOYD BAIRD, PHIL HOLLAND, SANDRA DEACON
The U.S. Army has a proven way to learn from action.



Joint Venture Formation: Planning and
Knowledge-Gathering for Success 33
ANDREW C INKPEN, KOU-QING LI
Companies should address some planning issues after a joint venture has been
identified as a strategic option, but before negotiations begin.



Rapid Team Learning: Lessons from
Team New Zealand America's Cup Campaign 48
KAMBIZ E. MAANI, CAMPBELL BENTON
Team New Zealand's successful America Cup campaign embodies five core
capabilities of learning organizations.



Hot Groups With Attitude
A New Organizational State of Mind 63
JEAN LIPMAN-BLUMEN, HAROLD J. LEAVITT
Today's organizations need, not more teams, but more "hot groups, " goal-focused,
impassioned managers and employees who create great things fast.



Organization Watch
M-Class: The Making of the New Daimler'Benz 74
ADOLF HAASEN
How did the 1998 Best North American Truck of the Year award and Motor Trend's
"Truck of the Year" award go to the most unlikely auto manufacture to produce a
new sport-utility vehicle in the U.S.: Daimler-Benz?

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ORGANIZATIONAL DYNAMICS

VOL. 28, NO. 1, 1999




Change Is Everyone's fob: Managing the Extended Enterprise
in a Globally Connected World 7
ROSABETH MOSS KANTER
The building blocks of twenty-first century management are in sight today in world-
class companies that operate as extended enterprises.


A Conversation with Michael E. Porter: A "Significant Extension"
Toward Operational Improvement and Positioning 24
RICHARD M. HODGETTS
Michael L Porter is interviewed on how developing strategy is greatly affected by
organizational issues.


Problems Remain, But Theories Will Change: The Universal
and the Specific in 21st Century Global Management 34
GEERT HOFSTEDE
Management in the 21st Century will not be basically different from management in
the 20th Century, but it will reflect national cultural value systems.


The Organization of the Future: Strategic Imperatives
and Core Competencies for the 21st Century 45
DAVID A. NADLER, MICHAEL I. TUSHMAN
We can expect a profound transformation in the very nature of our business organizations.


Organizational Rewards: Practical, Cost-Neutral Alternatives
That You May Know, But Don't Practice 61
STEPHEN KERR
Companies will benefit from dramatic improvements in their reward systems.


The End of Leadership: Exemplary Leadership Is Impossible Without
Full Inclusion, Initiatives, and Cooperation of Followers 71
WARREN BENNIS
The source for effective change is the workforce in creative alliance with top
leadership, not TOPDOWN leadership.

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