Please use this identifier to cite or link to this item: http://hdl.handle.net/10321/605
DC FieldValueLanguage
dc.contributor.authorMason, Roger Bruceen_US
dc.date.accessioned2011-03-22T10:00:09Z
dc.date.available2011-03-22T10:00:09Z
dc.date.issued2008-
dc.identifier.urihttp://hdl.handle.net/10321/605-
dc.descriptionOriginally published in: Journal of general management, Vol.34, No.1, 2008.en_US
dc.description.abstractThis paper, based on complexity theory principles, suggests relationships between environmental turbulence, managers' perceptions of the external environment, attitudes to change, management actions and business success. Data was collected via a case study method, using indepth interviews, document analysis and observation from two companies each in the computer and packaging industries. Findings reflected a relationship between environmental perceptions and attitudes to change. The more successful firms expected and almost welcomed change, while the less successful companies were victims of change. Overall external environment perceptions, attitudes to change and the resulting management approaches differed between the more successful and less successful companies.en_US
dc.format.extentpp. 37-53 (18 p.)en_US
dc.language.isoenen_US
dc.publisherMercury House Publishersen_US
dc.titleManagement actions, attitudes to change and perceptions of the external environment : a complexity theory approachen_US
dc.typeArticleen_US
dc.dut-rims.pubnumDUT-000204en_US
dc.identifier.doi10.1177/030630700803400103-
item.fulltextWith Fulltext-
item.grantfulltextopen-
item.languageiso639-1other-
Appears in Collections:Research Publications (Management Sciences)
Files in This Item:
File Description SizeFormat
Mason_2008.pdfArticle244.87 kBAdobe PDFThumbnail
View/Open
Consentletter.pdfConsent letter275.81 kBAdobe PDFThumbnail
View/Open
Show simple item record

Page view(s) 10

1,161
checked on May 12, 2021

Download(s) 20

1,197
checked on May 12, 2021

Google ScholarTM

Check

Altmetric

Altmetric


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.