The Challenge of Change

Manuel Hensmans, Gerry Johnson and George Yip
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Manuel Hensmans: ULB
Gerry Johnson: Strategic Management Lancaster University Management School
George Yip: Management China Europe International Business School

Chapter 1 in Strategic Transformation, 2013, pp 3-24 from Palgrave Macmillan

Abstract: Abstract Every decade has at least one: IBM in the 1980s, General Motors and Marks & Spencer in the 1990s, Dell, Nissan, Sony, BP, Toyota, and Nokia in the new millennium. The pattern is so familiar that it has come to seem inevitable. A company that is admired and respected as a paragon of its industry falters and runs into financial crisis. Hero becomes zero. Shareholders rebel, managers are sacked, and ultimately major change ensues. What is going on here? Why don’t organizations see what’s coming, or if they do, why don’t they react until the 11th hour? Why does it take a crisis to induce change?

Keywords: Learning Organization; Transformational Leader; Dynamic Capability; Core Rigidity; Dominant Logic (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-26846-4_1

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DOI: 10.1057/9781137268464_1

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