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[Excerpt] Increasingly, firms find themselves, either by circumstances or choice, operating in highly turbulent business environments. For them, competitiveness is a constantly moving target. Many, it appears, are satisfied to enjoin the struggle with patched up business models and warmed over bureaucracies. But some, convinced that this is a losing proposition, are aggressively exploring and even experimenting with alternative frameworks and approaches. The monikers are many -- kinetic (Fradette and Michaud, 1998), dynamic (Peterson and Mannix, 2003), resilient (Hamel and Valikangas, 2003) and our favorite, agile (Shafer, Dyer, Kilty, Ericksen and Amos, 2001) -- but the aim is the same: to create organizations where change is the natural state of affairs. Clearly, this quest poses a number of major challenges for our field (Dyer and Shafer, 1999, 2003), one of which, optimizing human resource scalability, is the subject of this essay.


Suggested Citation
Dyer, L., & Ericksen, J. (2005). Achieving marketplace agility through human resource scalability. Retrieved [insert date] from Cornell University, ILR School site:

Required Publisher Statement
Copyright by Wiley Periodicals, Inc., a Wiley Company. Final paper published as Dyer, L., & Ericksen, J. (2005). In pursuit of marketplace agility: Applying precepts of self-organizing systems to optimize human resource scalability. Human Resource Management, 44, 183-188.