Institutional Upheaval and Company Transformation in Emerging Market Economies

Newman, Karen L.

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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