Sustainable Development in Organizations
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Sustainable Development in Organizations

Studies on Innovative Practices

Edited by Mattias Elg, Per- Erik Ellström, Magnus Klofsten and Malin Tillmar

An increasingly competitive environment can lead to considerable problems for many organizations as they struggle to adapt to change. As a result, they fail to create the conditions that can lead to sustainable development over the long term, thus affecting the capabilities of employees. This book provides a fresh perspective on sustainable change and development in organizations, as well as a critical perspective on lean implementation, work environment and sustainability.
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Chapter 11: New forms of organization – new ways to organize

Lena Högberg, Elisabeth Sundin and Malin Tillmar


It is often said that change is – paradoxically – the only constant state. Concerning organizations in contemporary working life, there is a great deal of truth in that statement. Change at all levels – global, international, national, organizational and individual – both creates and is created by organizational mobility of different kinds. The interactive organization studies reported in this chapter have taken their point of departure in the context of HELIX (see Preface). At the outset, ten years ago, the concept of mobility facilitated fruitful discussions between HELIX partners and researchers about what was going on in contemporary organizational and working life. Mobility, or immobility, within and between organizations of ideas and of individuals in their careers has been discussed in the literature on ‘organizational mobility’ (Anderson et al., 1981) and ‘labor mobility’ (Eliasson et al., 2003; Bienkowska, 2007) and in relation to gender (Valcour and Tolbert, 2003). But mobility has many more dimensions: physical and non-physical, human and non-human, intra-and interorganizational, temporary and long-lasting, planned and unplanned, intended and unintended, ideas and actions, to mention but a few.

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