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You Make the Call
Cultivating Innovation at IKEA
1.
You’re an IKEA store manager, and corporate
headquarters has instructed you to change the lay-
out of your store. The change must be “dramatic,”
but the details are up to you. What steps will you
take to ensure that you’ll be successful?
2.
There’s an IKEA TV ad that features a discarded
lamp, forsaken on a rainy night in some American
city. A man looks at the camera and says in a
sympathetic Swedish accent, “Many of you feel
bad for this lamp,” and then, after a well-timed
pause, “That’s because you’re crazy.” What’s the
message of the commercial?
3.
One IKEA executive says that the current global
economic situation has “pushed innovation” at
the company. In fact, he says, “This is a great
time to be more innovative.” Explain what he
most likely means.
4.
Would you want to manage an IKEA store? Why
or why not?
ENDNOTES
1
Zachary Lewis, “IKEA Has Inspired a Cult of Devoted Fans,”
NJ.com, November 15, 2013; Kerry Capell, “Understanding
IKEA: How the Swedish Company Turned into a Global
Obsession,” Business Week, November 8, 2005, www.msnbc
.com, accessed on November 15, 2013; Colin White, “Strategic
Management: The IKEA Way,” Business Innovation, Novem-
ber 15, 2013; “Key of IKEA,” Hub, January 1, 2009, www.
hubmagazine.com, accessed on November 15, 2013; IKEA,
“IKEA History: How It All Began,” “The IKEA Concept,”
“Facts & Figures,” 2012–2013, www.ikea.com, accessed on
November 15, 2013; and “Bill Agee: IKEA, the Recession and
Innovation,” Hub, January 9, 2009, www.ikeafans.com,
accessed on November 15, 2013.
2
For an excellent review of this area, see Achilles A. Armenakis
and Arthur G. Bedeian, “Organizational Change: A Review of
Theory and Research in the 1990s,” Journal of Management,
1999, Vol. 25, No. 3, pp. 293–315. For a more recent review, see
Luis L. Martins, “Organizational Change and Development,” in
Sheldon Zedeck (ed.), Handbook of Industrial and Organiza-
tional Psychology, Vol. 3: Maintaining, Expanding, and Con-
tracting the Organization (Washington, DC: American
Psychological Association, 2010), pp. 691–728.
3
Michael A. Hitt, “The New Frontier: Transformation of Manage-
ment for the New Millennium,”
Organizational Dynamics,
Winter 2000, pp. 7–15. See also Michael Beer and Nitin Nohria,
“Cracking the Code of Change,” Harvard Business Review, May–
June 2000, pp. 133–144; and Clark Gilbert, “The Disruption
Opportunity,” MIT Sloan Management Review, Summer 2003,
pp. 27–32.
4
Alan L. Frohman, “Igniting Organizational Change from Below:
The Power of Personal Initiative,”
Organizational Dynamics,
Winter 1997, pp. 39–53.
5
Nandini Rajagopalan and Gretchen M. Spreitzer, “Toward a
Theory of Strategic Change: A Multi-Lens Perspective and
Integrative Framework,” Academy of Management Review, 1997,
Vol. 22, No. 1, pp. 48–79.
6
Clayton M. Christensen and Michael Overdorf, “Meeting the
Challenge of Disruptive Change,”
Harvard Business Review,
March–April 2000, pp. 67–77.
7
“To Maintain Success, Managers Must Learn How to Direct
Change,”
Wall Street Journal, August 13, 2002, p. B1. See also
Andrew Van de Ven and Kangyong Sun, “Breakdowns in
Implementing Models of Organization Change,” Academy of
Management Perspectives, August 2011, pp. 58–68.
8
See Eric Abrahamson, “Change without Pain,” Harvard Business
Review, July–August 2000, pp. 75–85. See also Gib Akin and Ian
Palmer, “Putting Metaphors to Work for Change in Organiza-
tions,” Organizational Dynamics, Winter 2000, pp. 67–76.
9
Kurt Lewin, “Frontiers in Group Dynamics: Concept, Method,
and Reality in Social Science,”
Human Relations, June 1947,
pp. 5–41.
10
Michael Roberto and Lynne Levesque, “The Art of Making
Change Initiatives Stick,”
MIT Sloan Management Review,
Summer 2005, pp. 53–62.
11
“Time for a Turnaround,” Fast Company, January 2003,
pp. 55–61.
12
See John P. Kotter and Leonard A. Schlesinger, “Choosing
Strategies for Change,”
Harvard Business Review, July–August
2008, pp. 130–141.
13
See Mel Fugate, Angelo J. Kinicki, and Gregory E. Prussia,
“Employee Coping with Organizational Change: An Examination
of Alternative Theoretical Perspectives and Models,” Personnel
Psychology, 2008, Vol. 61, No. 1, pp. 1–36. See also Jeffrey D.
Ford and Laurie W. Ford, “Decoding Resistance to Change,”
Harvard Business Review, April 2009, pp. 99–104.
14
See Clark Gilbert and Joseph Bower, “Disruptive Change,”
Harvard Business Review, May 2002, pp. 95–104.
15
“RJR Employees Fight Distraction Amid Buy-Out Talks,” Wall
Street Journal, November 1, 1988, p. A8.
16
“Flight Chaos Looms as BA Staff Vow to Strike,” Sydney Morning
Herald, December 16, 2010.
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