Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

Simone Maier and Matthias Finger

Business Strategy and the Environment, 2001, vol. 10, issue 2, 89-99

Abstract: The combination of the power dimension with the cognitive dimension on the basis of Giddens' theory of structuration provides a powerful concept for analysing constraints to organizational change. In the case of the introduction of organic products to Swiss food processing companies, four interacting and mutually re‐enforcing factors could be identified to constrain organizational change for a successful introduction of organic products: the organic products' low share of overall turnover (resources), missing top management support (power), missing adjustment of the collaborators' performance assessment criteria (norms) and missing collaborators' acceptance for the organic ideology (interpretative schemes). The strategies to overcome these constraints must be designed carefully according to the specific situation of the organization. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment

Date: 2001
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (5)

Downloads: (external link)
https://doi.org/10.1002/bse.280

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:10:y:2001:i:2:p:89-99

Ordering information: This journal article can be ordered from
http://onlinelibrary ... 1002/(ISSN)1099-0836

Access Statistics for this article

Business Strategy and the Environment is currently edited by Richard Welford

More articles in Business Strategy and the Environment from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().