Organising for competitive advantage

Article Abstract:

Recent research into organisational change has focused on the case of Baxi Heating, which produces domestic central heating boilers and gas fires. The company recognised that a new response to the business environment was required, but there was some unwillingness to accept that a crisis could develop. However, a decision was finally taken to fundamentally transform the company's structure and systems. This case provides an interesting insight into new responses to hostile competitive conditions.

Research, Management, Organizational change, Baxi Partnership Ltd.

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Managerial consensus and corporate strategy: why do executives agree or disagree about corporate strategy?

Article Abstract:

A study that examined firstly the extent, to which managers from the same corporation shared similar perceptions to corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate strategy, is reported. The reason for the general consensus about competence-based strategies, and a lack of consensus about the motives for divestment and acquisition strategies are also explained.

Europe, Management dynamics, Analysis, Practice, Executives

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Strategy from an individual perspective

Article Abstract:

Strategic change should be viewed from an individual manager perspective.

Methods

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