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Radical Organizational Change: The Role of Starting Conditions, Competition, and Leaders
dc.contributor.authorNewman, Karen L.en_US
dc.date.accessioned2006-08-01T15:42:47Z
dc.date.available2006-08-01T15:42:47Z
dc.date.issued1998-01-01en_US
dc.identifier.otherRePEc:wdi:papers:1998-135en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/39525en_US
dc.description.abstractI develop a theory of radical change using longitudinal cases from central Europe. Radical change is a process by which firms regain competitive advantage after it has been lost. Change depends upon the firm's resources and capabilities; its competition; and its leadership. New core values differentiate incremental and radical change.en_US
dc.format.extent32 bytes
dc.format.extent3151 bytes
dc.format.extent1227177 bytes
dc.format.mimetypetext/plain
dc.format.mimetypetext/plain
dc.format.mimetypeapplication/pdf
dc.language.isoen_USen_US
dc.relation.ispartofseries135en_US
dc.subjectRadical Organizational Change, Emerging Market Economiesen_US
dc.titleRadical Organizational Change: The Role of Starting Conditions, Competition, and Leadersen_US
dc.typeWorking Paperen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/39525/3/wp135.pdfen_US
dc.owningcollnameWilliam Davidson Institute (WDI) - Working Papers


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