Management actions, attitudes to change and perceptions of the external environment. A complexity theory approach.

2.50
Hdl Handle:
http://hdl.handle.net/2436/74777
Title:
Management actions, attitudes to change and perceptions of the external environment. A complexity theory approach.
Authors:
Mason, Roger B.
Abstract:
This paper, based on complexity theory principles, suggests relationships between environmental turbulence, managers' perceptions of the external environment, attitudes to change, management actions and business success. Data was collected via a case study method, using in-depth interviews, document analysis and observation from two companies each in the computer and packaging industries. Findings reflected a relationship between environmental perceptions and attitudes to change. The more successful firms expected and almost welcomed change, while the less successful companies were victims of change. Overall external environment perceptions, attitudes to change and the resulting management approaches differed between the more successful and less successful companies.
Citation:
Journal of General Management 34 (1) : 37-53
Publisher:
Braybrook Press Ltd
Issue Date:
2008
URI:
http://hdl.handle.net/2436/74777
Additional Links:
http://www.braybrooke.co.uk/dynamic/search.php
Type:
Article
Language:
en
ISSN:
0306-3070
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorMason, Roger B.-
dc.date.accessioned2009-07-21T14:45:06Z-
dc.date.available2009-07-21T14:45:06Z-
dc.date.issued2008-
dc.identifier.citationJournal of General Management 34 (1) : 37-53en
dc.identifier.issn0306-3070-
dc.identifier.urihttp://hdl.handle.net/2436/74777-
dc.description.abstractThis paper, based on complexity theory principles, suggests relationships between environmental turbulence, managers' perceptions of the external environment, attitudes to change, management actions and business success. Data was collected via a case study method, using in-depth interviews, document analysis and observation from two companies each in the computer and packaging industries. Findings reflected a relationship between environmental perceptions and attitudes to change. The more successful firms expected and almost welcomed change, while the less successful companies were victims of change. Overall external environment perceptions, attitudes to change and the resulting management approaches differed between the more successful and less successful companies.en
dc.language.isoenen
dc.publisherBraybrook Press Ltden
dc.relation.urlhttp://www.braybrooke.co.uk/dynamic/search.phpen
dc.titleManagement actions, attitudes to change and perceptions of the external environment. A complexity theory approach.en
dc.typeArticleen
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