Managing Change for Competitive Success
1st Edition
Published on 9. September 1993
Book
Paperback/Softback
336 pages
978-0-631-19142-1 (ISBN)
Description
This extremely successful book, already in use on courses in hardback, is now being made available in paperback. Based on a major in-depth study of four UK industry sectors, the book provides an authoritative and searching analysis of how UK companies manage strategic change and how it effects their competitive performance.
Reviews / Votes
"A far reaching study." Financial Times "A highly significant contribution to the strategy literature." Times Higher Education SupplementMore details
Series
Language
English
Place of publication
Hoboken
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 20 mm
Weight
553 gr
ISBN-13
978-0-631-19142-1 (9780631191421)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Andrew Pettigrew is Professor of Organizational Behaviour and Director of the Centre for Corporate Strategy and Change, University of Warwick, UK. Richard Whipp is Professor of Human Resource Management at Cardiff Business School, UK.
Both authors have written widely on the management of strategic change.
Both authors have written widely on the management of strategic change.
Content
List of Figures. Introduction.
1. Competitiveness and Managing Change.
2. A Changing Backcloth: New Rules and Relationships.
3. Understanding the Environment.
4. Leading Change.
5. Linking Strategic and Operational Change.
6. Human Resources as Assets and Liabilities.
7. Coherence.
8. Conclusion.
References.
Index.
1. Competitiveness and Managing Change.
2. A Changing Backcloth: New Rules and Relationships.
3. Understanding the Environment.
4. Leading Change.
5. Linking Strategic and Operational Change.
6. Human Resources as Assets and Liabilities.
7. Coherence.
8. Conclusion.
References.
Index.