Perspectives on Strategic Change

By: Luca Zan (Editor), Stefano Zambon (Editor), Andrew M. Pettigrew (Editor)

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Hardcover | 31 July 1993

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368 Pages

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24.13 x 16.51 x 3.18

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Luca Zan, Stefano Zambon, Andrew M. Pettigrew This book has developed from an international research workshop organ ized by the Dipartimento di Economia e Direzione Aziendale, University of Venice, and the Centre for Corporate Strategy and Change, Warwick Business School, University of Warwick. The purpose of the workshop was to foster the growth of a European network of scholars and to help create a "European perspective" in studying strategic change. The ten chapters in this book were first presented in Venice in May 1991 and have been substantially revised since then. The ten commentaries on the chapters are in most cases substantial developments of the oral responses made at the workshop, as indeed is the final review chapter by Andrew Van de Ven. The theme of this book, the study of strategic change processes, remains as theoretically alive and empirically real in the 1990s as it did in the 1980s. For many organizations in the European and North American context, the 1980s was an era of radical change. In this respect there is a wide array of examples. Structural changes in old industries such as coal, shipbuilding, steel, and heavy engineering led to a great employment loss and the impoverishment of certain regional economies that had remained dependent on those industries. But it was not just the old industries that X INTRODUCTION experienced major change during the 1980s.

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You Can Find This Book In

Non-Fiction Business & Management Business Strategy Organisational Theory & Behaviour International Business Management & Management Techniques Management of Specific Areas Personnel & Human Resources Management

Introduction
Strategy, Change, and the Strategic Approach: Making Sense in Process	p. 1
Commentary
Management of Internationalization	p. 43
Commentary
Barriers to Internationalization	p. 79
Commentary
Networks and Internationalization: Managing Complexity Through Knowledge	p. 107
Commentary
Human Resource Management and Strategic Change: The Italian Case	p. 149
Commentary
Institutionalist Explanations: A Special Case of Strategic Fit?	p. 181
Commentary
Integrating Operational and Strategic Knowledge Bases for Competitive Performance	p. 205
Commentary
Introducing Market-like Mechanisms in the Public Sector: The Case of the National Health service	p. 235
Commentary
Assessing Regent Changes in the Role of Government in the Economy	p. 257
Commentary
Strategic Divestment in the Public Sector: Patterns from France and Great Britain	p. 277
Commentary
An Assessment of Perspectives on Strategic Change	p. 313
About the Authors	p. 325
Index	p. 329
Table of Contents provided by Blackwell. All Rights Reserved.

Perspectives on Strategic Change

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