Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study

Richard A. Shafer, Cornell University
Lee Dyer, Cornell University
Janine Kilty
Jeffrey Amos
G. A. (Jeff) Ericksen

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Suggested Citation
Shafer, R. A., Dyer, L., Kilty, J., Amos, J. & Ericksen, G. A. (2000). Crafting a human resource strategy to foster organizational agility: A case study (CAHRS Working Paper #00-08). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/87

Abstract

A 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.