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dc.contributor.authorShafer, Richard A.
dc.contributor.authorDyer, Lee
dc.contributor.authorKilty, Janine
dc.contributor.authorAmos, Jeffrey
dc.contributor.authorEricksen, G. A. (Jeff)
dc.date.accessioned2020-11-25T14:56:35Z
dc.date.available2020-11-25T14:56:35Z
dc.date.issued2000-07-01
dc.identifier.other116176
dc.identifier.urihttps://hdl.handle.net/1813/77420
dc.description.abstractA decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business strategy and organization design, but focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are, or will be, studying or trying to create and sustain this promising new organizational paradigm.
dc.language.isoen_US
dc.subjectAEHN
dc.subjectindustry
dc.subjectpractice
dc.subjectwork
dc.subjectservice
dc.subjectemployee
dc.subjectbusiness
dc.subjecthuman resource
dc.subjectperformance
dc.subjectagility
dc.subjectstrategy
dc.subjectorganization
dc.subjectdesign
dc.titleCrafting A Human Resource Strategy To Foster Organizational Agility: A Case Study
dc.typepreprint
dc.description.legacydownloadsCrafting_a_Human_Resource_StrategyWP00_08.pdf: 6120 downloads, before Oct. 1, 2020.
local.authorAffiliationShafer, Richard A.: Cornell University
local.authorAffiliationDyer, Lee: Cornell University
local.authorAffiliationAmos, Jeffrey:


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