Abstract
The paper describes application of
Pettigrew et al.’s [7] strategic change model for a
radical change initiative in a large British
organization. The model assumes that management
can assess changing economic, business and political
conditions and implement new strategies in order to
improve the firm’s competitive performance. The
change initiative has been divided into the context,
contents and process. The context provides the basis
on which content can be designed and the process is
reserved for implementation of envisioned changes.
Given that it has been identified that the context was
main trigger for change, the contents cushioned it and
process (support of senior management, IT and a
good methodology) functioned as a vehicle to
implement the initiative.
Javed Iqbal . (2007) Process based transformation: a processual approach to implementation , Journal of Independent Studies and Research-Management, Social Sciences and Economics, Volume-05, Issue-2.
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