Organisational transformation in the Russian oil industry
著者
書誌事項
Organisational transformation in the Russian oil industry
(New horizons in international business)
Edward Elgar, c2008
- : hardback
大学図書館所蔵 全11件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. 233-247) and index
内容説明・目次
内容説明
Here the example of the Russian oil industry in the context of transition from a planned to a market economy is used to develop a three-stage framework for organisational transformation.
Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change.
Integrating several perspectives, including a resource-based view, organisational learning, dynamic capabilities and top management team theory, this book will be of great interest to scholars and researchers of business and management, international business and organisational behaviour.
目次
Contents: Foreword Preface 1. Introduction 2. Transition Context 3. Stages of Organisational Transformation in Transition Economies 4. Yukos Case Study 5. TNK/TNK-BP Case Study 6. Lukoil and Surgutneftegaz Case Studies 7. Leadership, Administrative Heritage and Absorptive Capacity 8. Organisational Learning and the Development of Organisational Capabilities 9. Organisational Learning and Dynamic Capabilities 10. Conclusions Postscript References Index
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