Institutional Upheaval and Company Transformation in Emerging Market Economies
dc.contributor.author | Newman, Karen L. | en_US |
dc.date.accessioned | 2006-08-01T15:34:12Z | |
dc.date.available | 2006-08-01T15:34:12Z | |
dc.date.issued | 1998-03-01 | en_US |
dc.identifier.other | RePEc:wdi:papers:1998-119 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/39509 | en_US |
dc.description.abstract | Company transformation in central Europe is qualitatively different from that observed in the West because of upheaval in the institutional environment. Case data from & in the Czech Republic suggest that institutional upheaval slows the pace and progress of company transformation because it exacerbates structural inertia effects; eliminates templates for organizing; and promotes strategic confusion. At the same time, inter-organizational and interpersonal relationships facilitate company transformation during institutional upheaval. | en_US |
dc.format.extent | 31 bytes | |
dc.format.extent | 3151 bytes | |
dc.format.extent | 1789346 bytes | |
dc.format.mimetype | text/plain | |
dc.format.mimetype | text/plain | |
dc.format.mimetype | application/pdf | |
dc.language.iso | en_US | en_US |
dc.relation.ispartofseries | 119 | en_US |
dc.subject | Organizational Transformation, Institutional Theory, Emerging Market Economies | en_US |
dc.title | Institutional Upheaval and Company Transformation in Emerging Market Economies | en_US |
dc.type | Working Paper | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/39509/3/wp119.pdf | en_US |
dc.owningcollname | William Davidson Institute (WDI) - Working Papers |
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