On transformation and adaptation: building the entrepreneurial corporation

Article Abstract:

Assessing companies which have experienced regenerative transformations involving changes in strategy, behaviour and structure can give valuable information on how to approach the classification of the nature of transformations. The most entrepreneurial companies are constantly testing and evaluating their approaches, and build triggers into their structure which prompt these processes automatically. Future research must look at linking entrepreneurship, transformation and theory on change and adaptive organisations.

Research, Organizational change

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Restructuring 3M for an integrated Europe: initiating the change

Article Abstract:

3M Europe was successfully reorganised in 1992 to use a regional network matrix for its European product line accounts management. The company was finding it difficult to address the newly integrated European market, and took only 18 months to complete the project. 3M's European managers expected more problems to arise because of perceived negative attitudes to change, but in fact employees worked more effectively together because of they were closely involved in the process.

Management Skills, Career development, Management techniques

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Restructuring 3M for an Integrated Europe

Article Abstract:

The restructure of 3M Company in Europe has resulted in a wide-spread European-based organisation to address its global marketplace. The decentralised organisation had a number of teething problems with low staff morale and poor team building attitudes. The large distances between offices and the cultural and language differences further exacerbated this problem. Communications and technical development have subsequently improved.

Reports

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