|
|
|
|
||||
|
||||
Strategy in Organizations: Transformation and the Development of ImagesGeert VissersIndustry and Region Studies Frans-Bauke Van der MeerErasmus University Rotterdam (EUR) January 1, 1991 Gedrag en Organisatie, Vol. 4, No. 1, pp. 22-42, 1991 Abstract: Strategies for change in organizations often have unintended effects, and their intended effects are not always achieved. In this article, some aspects of the dynamics of such strategies are analyzed. Strategies are shown to be transformed in the course of processes of change, especially as a result of organizational culture. Moreover, different organizational groups develop divergent images of strategy and the strategy agent, as a result of interaction being influenced by structural conditions. The study is based on data from a social simulation experiment.
Note: Downloadable Document is in Dutch Number of Pages in PDF File: 21 Keywords: Organization, Strategy, Culture, Simulation, Gaming, Research JEL Classification: B49, D21, E27, Z10 Accepted Paper SeriesDate posted: April 21, 2010Suggested CitationContact Information
|
|
||||||||||||||||
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
FAQ
Terms of Use
Privacy Policy
Copyright
This page was processed by apollo3 in 0.328 seconds
