Competitive Progression and Organisational Competences Over Four Industrial Revolutions

Four Industrial Revolutions have provided a rich source of theory and practice about organisation, from simple hierarchical forms with low formalisation and unsophisticated technical systems, through to machine bureaucracies which were highly formalised with centralised decision-making and standardised work processes. Organisations have emerged as professional bureaucracies which had decentralised decision-making because of highly skilled workers who valued autonomy, or as divisional forms with central headquarters (the main goal of headquarters is to coordinate goals of divisions with that of its own without sacrificing autonomy) but semi-autonomous divisions. In addition, adhocracies were based on cohesive working groups, mutual cooperation, and low formalisation. Recent organisational forms, including team-based organisations, horizontal organisations, virtual organisations, and network organisations, are built on semi-autonomous, often self-managing teams. Learning from the experiences across the globe has suggested that organisation can not only be determined by rational analysis—as occasioned by Scientific Management—but on more intuitive responses. Contingency theory in part provides an explanation of these phenomena. This chapter outlines some of the competences required to achieve competitive progression in the light of this fundamental assumption. In particular, it will cover innovation, adaptability, resilience, and people capability.