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Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study
CAHRS Working Paper Series
  • Richard A. Shafer, Cornell University
  • Lee Dyer, Cornell University
  • Janine Kilty
  • Jeffrey Amos
  • G. A. (Jeff) Ericksen
Publication Date
7-1-2000
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.
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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

Citation Information
Richard A. Shafer, Lee Dyer, Janine Kilty, Jeffrey Amos, et al.. "Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study" (2000)
Available at: http://works.bepress.com/lee_dyer/11/