Riding out corporate turbulence
Article Abstract:
The nature of dramatic corporate change and its impact on managers and employees were examined using three sets of data drawn from 20 Fortune 2000 companies. Four types of organizational turbulence were identified. The first is negative incremental turbulence, such as workforce reductions, personnel or operational reorganization, voluntary terminations and early retirement, and significant operational cutbacks. The second type is financial restructuring, such as recapitalization and attempted takeovers, mergers or buyouts, while the third is growth, such as acquisition of new operations and rapid growth. The fourth type is organizational breakup, such as divestitures, mergers and hostile takeovers. The different characteristics of companies experiencing the four types of turbulence are described. Implications for managing corporate turbulence are also discussed.
Publication Name: Journal of General Management
Subject: Business, general
ISSN: 0306-3070
Year: 1997
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Avoiding common pitfalls of reengineering
Article Abstract:
Results of the Seventh Annual Survey of North American Chief Information Officers identified the most common reasons why their reengineering efforts fail. These are organizational resistance to change (82%), weak executive sponsorship (72%), impractical expectations (65%) and inappropriate project management (54%). The respondents also cited the critical success factors for reengineering. These are visible, participative executive sponsor (91%), strong project management (87%), convincing motivation for change (70%), high levels of ambition (66%), horizontal process orientation (59%) and effective teams (59%). The benefits of reengineering, according to the respondents, are improved service (48%), improved quality (46%), reduced costs (33%) and higher revenue (19%).
Publication Name: Management Accounting (USA)
Subject: Business, general
ISSN: 0025-1690
Year: 1995
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Corporate research and development strategies: the influence of firm, industry and country factors on the decentralization of R&D
Article Abstract:
An analysis of corporate strategies for research and development (R&D) is presented. Survey data shows that firms either practice internationalization or globalization in their approach to R&D decentralization. Internationlization assigns overseas laboratories subordinate status while globalization defines more commitment forsuch laboratories. The latter approach to R&D is predicted to be the trend for the 1990s.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1993
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