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Crafting a Human Resource Strategy to Foster Organizational Agility: A Case Study
Author(s) -
Shafer Richard A.,
Dyer Lee,
Kilty Janine,
Amos Jeff,
Ericksen Jeff
Publication year - 2001
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.1011
Subject(s) - agile software development , chief executive officer , human resources , management , business , knowledge management , organizational change , resource (disambiguation) , officer , organizational architecture , exploratory research , organizational performance , process management , public relations , marketing , sociology , political science , computer science , economics , computer network , anthropology , law
A decade ago, the Chief Executive Officer of Albert Einstein Healthcare Network (AEHN), anticipatinga tumultuous and largely unpredictable period in its industry, undertook to convert this organization from onethat was basically stable and complacent to one that was agile, “nimble, and change‐hardy”.This case study, while briefly addressing AEHN's approaches to business strategy and organization design,focuses primarily on the human resource strategy that emerged over time to foster the successful attainment oforganizational agility. Although exploratory, the study suggests a number of lessons for those who are—orwill be—studying or trying to create and sustain this promising new organizational paradigm. © 2001John Wiley & Sons, Inc.