Making strategic change happen

Sandra Vandermerwe and Andre Vandermarwe

European Management Journal, 1991, vol. 9, issue 2, 174-181

Abstract: Based on a large survey of top-level executives worldwide, this paper presents a framework for introducing strategic change in the future: a process which is essential for many corporations. Overcoming initial resistance is an obvious first step. Then, the authors describe four stages in the strategic change process which, when stimulated by four catalyst activities, produce the results. At the same time, the pace of change is affected by the business situation the company finds itself in. Finally, personal characteristics of corporate leaders are examined for their effects on strategic change performance.

Date: 1991
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