The management of strategic change

著者

書誌事項

The management of strategic change

edited by Andrew M. Pettigrew

B. Blackwell, 1988, c1987

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注記

Based on the proceedings of an international research seminar held under the auspices of the Centre for Corporate Strategy and Change at Warwick University, Coventry, England, in May 1986

Includes bibliographies and index

内容説明・目次

内容説明

The management of strategic change is one of the central concerns in modern business theory and practice. Out of the economic and technological upheavals of the past decade has emerged a new dynamism in key areas of business activity, and a whole new body of ideas has developed on strategic change: how to redirect business away from out-moded practices to cope with the new challenges of technology, global markets and international competition. This book represents one of the first major attempts to summarize and synthesize these major developments and aims to provide a coherent coverage of the range of issues associated with the management of strategic change. Chapters by academics, but written to be accessible to the corporate executive, include: Yves Doz on strategic redirection; Michael Tushman on technological discontinuities and organizational evolution; Kathy Harrigan on joint ventures; and a summary by Chris Argyris.

目次

  • Understanding strategic change processes - some preliminary British findings
  • process model of strategic redirection in large complex firms - the case of multinational corporations
  • technological discontinuities and organization environments
  • business strategy and strategy change in a hostile environment - failure and success among British cutlery producers
  • the impact of technological change on industry structure and corporate strategy - the case of the reprographics industry in the United Kingdom
  • joint ventures - a mechanism for creating strategic change
  • management of strategic change in a "market-as-networks"-perspective
  • strategic challenges in the financial services industry
  • the influence of product and production flexibility on market strategy
  • four requirements for processual analysis
  • first-and-second-order errors in managing strategic change - the role of organizational defensive routines.

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