The ability to implement change quickly is crucial to an
organizations's success--not only in traditionally sedate
industries, but also in today's fast-moving hi-tech ones. Sherman
and Chaganti, from their study of 100 American corporations, half
in stable industries, half in volatile ones, find that a firM's
structure of governance bears heavily on the speed with which the
firm can reorient itself. What are the characteristics of firms
that change quickly? What inhibits others? And what, precisely, is
the impact of a firM's stockholders, board and top management on
its ability to adapt? Sherman and Chaganti provide answers to these
and other questions, in the first book yet to focus entirely on the
determinants of time in corporate reorientations.
In order for a firm to develop or sustain a competitive
advantage, it must not only adapt correctly to environmental
change, but also adapt quickly. This study examines the factors
associated with the time a firm takes to initiate reorientation.
The results of the research indicate that even in relatively large
organizations, reorientations are not rare and occur routinely.
Further, deterioration of a firM's financial condition tends to
hasten its initiation of reorientation. However, the determinants
of time taken to initiate reorientation differ in firms with
relatively high prior performance and firms with relatively low
prior performance.
General
Is the information for this product incomplete, wrong or inappropriate?
Let us know about it.
Does this product have an incorrect or missing image?
Send us a new image.
Is this product missing categories?
Add more categories.
Review This Product
No reviews yet - be the first to create one!