Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft

Markus Reihlen (), Sascha Albers and Tuulia Kewitz
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Markus Reihlen: Chair of International Management, University of Mannheim L 4,1, 68131 Mannheim, Germany

management revue. Socio-economic Studies, 2009, vol. 20, issue 2, 209-233

Abstract: Building on Hinings and Greenwood’s (1988) concept for the explanation of strategic change processes, this paper examines the organizational transformations in the internationalization process of Deutsche Treuhand-Gesellschaft. We identify three archetypes of the international organization of DTG/KPMG, which developed from a correspondent network via an international federal network organization to become a global advisory firm, undergoing various stages of transition, de-coupling and re-orientation. Our analysis (a) provides an in-depth understanding of the longitudinal and contextual character of internationalization as a strategic change process of one of the most prominent international accounting firms with a European origin and (b) contributes to a rapprochement of strategic change and internationalization literatures.

Keywords: strategic change, archetypes, internationalization, accounting industry; professional services, KPMG (search for similar items in EconPapers)
JEL-codes: L20 L21 L26 M10 M12 P31 (search for similar items in EconPapers)
Date: 2009
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