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Organizational value creation is becoming increasingly complex. The St. Gallen Management Model presents two perspectives for this: The task perspective discusses the design fields of an integrative management practice in the interplay of environment, organization and management. The practice perspective illuminates the prerequisites of effective and responsible management practice.
Organizational value creation is becoming increasingly complex. The St. Gallen Management Model presents two perspectives for this: The task perspective discusses the design fields of an integrative management practice in the interplay of environment, organization and management. The practice perspective illuminates the prerequisites of effective and responsible management practice.
Preface 5 Acknowledgments 6 How best to approach this book 9 INTRODUCTION 19 1 Why is a detailed examination of management more important than ever? 20 2 Organizational Value Creation: The Key Reference Point of Management 22 2.1 Value Creation as Outcome and Process 22 2.2 Value Creation as Organizational Achievement 23 2.3 Primary and Supplementary Value Creation 24 2.4 Value Creation in Environment-Organization Interaction 25 2.5 Types of Organizations 26 2.6 Organizational Value Creation as Management Focus 28 3 The St. Gallen Management Model (SGMM) 28 3.1 What are Models for? 28 3.2 What does the SGMM achieve? 29 3.3 Overview of the SGMM30 3.4 The Development of the SGMM 33 3.5 Environment, Organization, and Management: A Systems-Oriented View 34 THE TASK PERSPECTIVE 39 Overview 40 1 Environmental Spheres 44 1.1 Economy 45 1.2 Technology 46 1.3 Nature 47 1.4 Society 48 1.5 Relationships between Dynamic Environmental Spheres 49 2 Stakeholders 50 2.1 Individuals, Communities, and Organizations 50 2.2 Stakeholder Concepts 51 2.3 Interrelations between Different Stakeholder Concepts 52 3 Interaction Issues 54 3.1 Concerns and Interests 54 3.2 Norms and Values 55 3.3 Resources 56 3.4 The Importance of Interaction Issues for Normative and Strategic Orientation 56 4 Processes 58 4.1 The Growing Importance of Process-Oriented Design Work 58 4.2 Process-Oriented Design Concepts 60 4.3 Process Categories 62 4.4 Process Development 68 5 Structuring Forces 70 5.1 Governance 71 5.2 Strategy 72 5.3 Structure 80 5.4 Culture 86 6 Development Modes 92 6.1 Optimization and Renewal 93 6.2 Effectiveness and Efficiency as Development Focus 95 6.3 Organizational Change: Content and Relationship Dimensions 96 6.4 Impact Intensity of Organizational Change 97 Task Perspective: Core Statements 100 TRANSITION TO THE PRACTICE PERSPECTIVE 103 1 Organization and Management: A Complexity-Appropriate Approach 104 2 Increasing Complexity and Experiencing Contingency 105 2.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity 105 2.2 The Enlightenment: Driver of Innovation and Change 107 2.3 The Multi-Option Society: A Challenge for Management Practice 112 2.4 Consequences of Increasing Complexity for Value Creation 114 3 Practice Perspective: Scientific Foundations 116 3.1 Practice Theory 117 3.2 Autopoietic Social Systems Theory 120 3.3 Common Features of Practice Theory and Autopoietic Social Systems Theory 127 THE PRACTICE PERSPECTIVE 131 Overview 132 1 Value Creation 138 1.1 Differentiation 139 1.2 Resource Configuration 146 1.3 Value Creation Processes 148 1.4 Decision-Making Practice 154 1.5 Relationship Culture 167 2 Orientation Framework 170 2.1 Operational Orientation 174 2.2 Strategic Orientation 175 2.3 Normative Orientation 179 3 Environment 184 3.1 Environmental Spheres 186 3.2 Stakeholders 188 3.3 Conditions for Existence 191 4 Management Practice 198 4.1 The SGMM’s Understanding of Management 199 4.2 Manager Communities 208 4.3 Design Platforms 210 4.4 Design Practices 214 4.5 Language of Reflection 223 4.6 Key Manifestations of Management Practice 226 Practice Perspective: Core Statements 228
Preface 5 Acknowledgments 6 How best to approach this book 9 INTRODUCTION 19 1 Why is a detailed examination of management more important than ever? 20 2 Organizational Value Creation: The Key Reference Point of Management 22 2.1 Value Creation as Outcome and Process 22 2.2 Value Creation as Organizational Achievement 23 2.3 Primary and Supplementary Value Creation 24 2.4 Value Creation in Environment-Organization Interaction 25 2.5 Types of Organizations 26 2.6 Organizational Value Creation as Management Focus 28 3 The St. Gallen Management Model (SGMM) 28 3.1 What are Models for? 28 3.2 What does the SGMM achieve? 29 3.3 Overview of the SGMM30 3.4 The Development of the SGMM 33 3.5 Environment, Organization, and Management: A Systems-Oriented View 34 THE TASK PERSPECTIVE 39 Overview 40 1 Environmental Spheres 44 1.1 Economy 45 1.2 Technology 46 1.3 Nature 47 1.4 Society 48 1.5 Relationships between Dynamic Environmental Spheres 49 2 Stakeholders 50 2.1 Individuals, Communities, and Organizations 50 2.2 Stakeholder Concepts 51 2.3 Interrelations between Different Stakeholder Concepts 52 3 Interaction Issues 54 3.1 Concerns and Interests 54 3.2 Norms and Values 55 3.3 Resources 56 3.4 The Importance of Interaction Issues for Normative and Strategic Orientation 56 4 Processes 58 4.1 The Growing Importance of Process-Oriented Design Work 58 4.2 Process-Oriented Design Concepts 60 4.3 Process Categories 62 4.4 Process Development 68 5 Structuring Forces 70 5.1 Governance 71 5.2 Strategy 72 5.3 Structure 80 5.4 Culture 86 6 Development Modes 92 6.1 Optimization and Renewal 93 6.2 Effectiveness and Efficiency as Development Focus 95 6.3 Organizational Change: Content and Relationship Dimensions 96 6.4 Impact Intensity of Organizational Change 97 Task Perspective: Core Statements 100 TRANSITION TO THE PRACTICE PERSPECTIVE 103 1 Organization and Management: A Complexity-Appropriate Approach 104 2 Increasing Complexity and Experiencing Contingency 105 2.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity 105 2.2 The Enlightenment: Driver of Innovation and Change 107 2.3 The Multi-Option Society: A Challenge for Management Practice 112 2.4 Consequences of Increasing Complexity for Value Creation 114 3 Practice Perspective: Scientific Foundations 116 3.1 Practice Theory 117 3.2 Autopoietic Social Systems Theory 120 3.3 Common Features of Practice Theory and Autopoietic Social Systems Theory 127 THE PRACTICE PERSPECTIVE 131 Overview 132 1 Value Creation 138 1.1 Differentiation 139 1.2 Resource Configuration 146 1.3 Value Creation Processes 148 1.4 Decision-Making Practice 154 1.5 Relationship Culture 167 2 Orientation Framework 170 2.1 Operational Orientation 174 2.2 Strategic Orientation 175 2.3 Normative Orientation 179 3 Environment 184 3.1 Environmental Spheres 186 3.2 Stakeholders 188 3.3 Conditions for Existence 191 4 Management Practice 198 4.1 The SGMM’s Understanding of Management 199 4.2 Manager Communities 208 4.3 Design Platforms 210 4.4 Design Practices 214 4.5 Language of Reflection 223 4.6 Key Manifestations of Management Practice 226 Practice Perspective: Core Statements 228
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