Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft
AbstractBuilding on Hinings and Greenwood’s (1988) concept for the explanation of strategic change processes, this paper examines the organizational transformations in the internationalization process of Deutsche Treuhand-Gesellschaft. We identify three archetypes of the international organization of DTG/KPMG, which developed from a correspondent network via an international federal network organization to become a global advisory firm, undergoing various stages of transition, de-coupling and re-orientation. Our analysis (a) provides an in-depth understanding of the longitudinal and contextual character of internationalization as a strategic change process of one of the most prominent international accounting firms with a European origin and (b) contributes to a rapprochement of strategic change and internationalization literatures.
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Bibliographic InfoArticle provided by Rainer Hampp Verlag in its journal Management Revue - The international Review of Management Studies.
Volume (Year): 20 (2009)
Issue (Month): 2 ()
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Web page: http://www.hampp-verlag.de/
Postal: Rainer Hampp Verlag, Marktplatz 5, 86415 Mering, Germany
Find related papers by JEL classification:
- L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
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