Engineered Woods

Martha A. Gephart and Victoria J. Marsick
Additional contact information
Martha A. Gephart: Columbia University
Victoria J. Marsick: Columbia University

Chapter 3 in Strategic Organizational Learning, 2016, pp 19-39 from Springer

Abstract: Abstract This chapter tells the story of how Engineered Woods transformed itself from a commodity business to a specialty products business, and how all aspects of the organization became aligned when the whole system learned to successfully pursue a new business strategy. The chapter shows how leaders in Engineered Woods recognized the need for a new strategy, and learned to develop, manufacture and market new specialty products. Key to success was the way they addressed the misalignments that occurred at each step in this process. After bringing out a first innovative product, Engineered Woods learned as an organization how to sustain success by changing leadership, culture, systems, structures, measures, rewards, incentives, and practices for learning and knowledge sharing.

Keywords: Product Development; Organizational Learning; Product Development Process; Orient Strand Board; Specialty Product (search for similar items in EconPapers)
Date: 2016
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-662-48642-9_3

Ordering information: This item can be ordered from
http://www.springer.com/9783662486429

DOI: 10.1007/978-3-662-48642-9_3

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().