Initiating, managing and sustaining corporate transformation: A case study

European Management Journal

Volumn 16, Issue 1, 1998, Pages 31-38

  Orgland, Magne ^a   Von Krogh, Georg ^b  

^a MCKINSEY AND COMPANY   (United States)

^b UNIVERSITY OF ST GALLEN   (Switzerland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0031994634     PISSN: 02632373     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0263-2373(97)00071-6     Document Type: Article

References (8)

1. Arthur D. Little (1994) Managing Organizational Change: How Leading Organizations are Meeting the Challenge. Arthur D. Little, Cambridge, MA.
2. CSC Index (1994) State of Reengineering Report. CSC Index, Cambridge, MA.
3. Dichter S.F., Gagnon C., Alexander A. Memo to a CEO: leading organizational transformations. The McKinsey Quarterly. 1:1993;89-106.
4. Lewin K. Frontiers in group dynamics: concept, method and reality in social science; social equilibria and social change. Human Relations. 1(1):1947;5-41.
5. Orgland, M.Y. (1997) Initiating, Managing and Sustaining Strategic Change: Learning from the Best. Macmillan Business, Basingstoke, Hants UK.
6. Right Associates (1993) Lessons Learned: Dispelling the Myths of Downsizing, 3rd edn. Right Associates, Philadelphia, PA.
7. Tichy, N.M. and Sherman, S. (1993) Control Your Destiny or Someone Else Will: How Jack Welch Is Making General Electric the World's Most Competitive Corporation. Doubleday, New York.
8. The Wyatt Company (1993) Best Practices in Corporate Restructuring. The Wyatt Company, Chicago, IL.