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Cited by 52Organizational Downsizing and RestructuringOrganizational Management and LeadershipInternational Business and FDI

Corporate Restructuring and New Forms of Organizing: Evidence from Europe

Ruigrok, Winfried, Pettigrew, Andrew, Peck, Simon, Whittington, Richard·1999·Management International Review
DOI 10.1007/978-3-322-90991-6_4
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Crossref · 10.1007/978-3-322-90991-6_4

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  • Approaches to change that operate within a framework that posits change as a complex phenomenon (Master and Emergent) are more successful than approaches that adopt a more linear and sequential viewpoint (Directive and Self-assembly).

    “Approaches to change that operate within a framework that posits change as a complex phenomenon (i.e., Master and Emergent) are more successful than approaches that adopt a more linear and sequential viewpoint (i.e., Directive and Self-assembly).”

    From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Ruigrok, Pettigrew, Peck, & Whittington, 1999

Cited by

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Authors
Ruigrok, W., Pettigrew, A., Peck, S., & Whittington, R.
ORCID
Venue
Management International Review
Publisher
Gabler Verlag
Published
1999
Pages
41-64
DOI
10.1007/978-3-322-90991-6_4
OpenAlex
W4234238778
Cited by
52
References
0
Citations by year
2025: 1 · 2024: 1 · 2020: 2 · 2019: 1 · 2018: 1 · 2017: 1 · 2014: 2 · 2013: 4 · 2012: 1
FWCI
8.61
Type
book chapter
Language
en
Open access
closed
Locations
Gabler Verlag eBooks (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Downsizing and Restructuring
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
  • Social Sciences › Business, Management and Accounting › Strategy and Management › International Business and FDI
Keywords
corporate restructuring, organizational forms, organizational change, European firms

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