Management actions, attitudes to change and perceptions of the external environment. A complexity theory approach.
| dc.contributor.author | Mason, Roger B. | |
| dc.date.accessioned | 2009-07-21T14:45:06Z | |
| dc.date.available | 2009-07-21T14:45:06Z | |
| dc.date.issued | 2008 | |
| dc.identifier.citation | Journal of General Management 34 (1) : 37-53 | |
| dc.identifier.issn | 0306-3070 | |
| dc.identifier.uri | http://hdl.handle.net/2436/74777 | |
| dc.description.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. | |
| dc.language.iso | en | |
| dc.publisher | Braybrook Press Ltd | |
| dc.relation.url | http://www.braybrooke.co.uk/dynamic/search.php | |
| dc.title | Management actions, attitudes to change and perceptions of the external environment. A complexity theory approach. | |
| dc.type | Journal article | |
| html.description.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. |