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Managing Radical Organizational Change
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Managing Radical Organizational Change



© 1998 | 392 pages | SAGE Publications, Inc
The breakup of the former Soviet Union has given organizational science scholars the opportunity to study radical changes companies must make in order to adapt to different economic and social goals. The authors of this book examined in depth how companies in central Europe (Poland, Hungary, Slovakia and the Czech Republic) made the unprecedented move from a centrally planned system to a market economy. The results of their analysis, along with new theory they have developed about managing radical organizational change, are presented here.
 
Introduction
Czech History, Culture and Economic Transformation  
 
Heritage from the Past
Organizational Effects of Central Planning  
 
Perspectives on Organizational Transformation
 
Building Theory from the Ground Up
Research Methods  
 
Advantages from the Start
 
Friendly Competition
 
Leading the Transformation
 
The Road to Radical Change
 
Culture, Congruence and Core Values
 
Conclusions and Curiosities

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Karen L. Newman

Stanley D. Nollen

Stanley D. Nollen is a professor at McDonough School of Business, Georgetown University. Professor Nollen's field of research and teaching is international business. He studies firms and industries in emerging market economies and has directed foreign study programs in Delhi, Bangalore, Dubai, Ho Chi Minh City, Prague, and Seoul. He has been a visiting professor at the London School of Economics and the University of Antwerp, with Fulbright fellowships in Delhi and Prague. His recent published research is about software and hardware industries in India and China, and about the transition of firms in the Czech Republic. Publication outlets... More About Author

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