Four Traditions of Transformation

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 7 in Strategic Transformation, 2013, pp 159-186 from Palgrave Macmillan

Abstract: Abstract The previous three chapters described the histories of the three pairs of companies. We laid out the stories with a minimum of interpretation; that is the role of this chapter. Here, we use the evidence from the histories of the six companies to explain four “traditions” that we argue provided the context within which our exceptional firms transformed themselves while still successful: traditions of (1) continuity, (2) anticipation, (3) contestation, and (4) mobility. We then explain how these manifested themselves in the period of exceptional performance (1983–2003) we identified in stage 1 of our study.

Keywords: Chief Executive; Business Unit; Strategic Change; Dominant Logic; Emotional Conflict (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_7

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DOI: 10.1057/9781137268464_7

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