First published in 1989, this book is based on detailed comparative
case studies of eight firms' responses to the recession of the
early 1980s, the worst crisis for British manufacturing in the
post-war period. Following these companies' progress from 1979 to
1985, Whittington examines the various recession strategies they
adopted and the consequences of these for management change and
financial performance in the recovery. Drawing on the Realist
social theory of Roy Bhaskar, Whittington argues that the class,
gender, generation and ethnicity of the decision-makers involved in
the eight case studies collectively made an impact on their
strategic choices. This is a timely and practical reissue, which
will be of value to students, managers and academics concerned with
strategic management, developments in organizational theory, and
the current economic climate.
General
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