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Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft

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  • Markus Reihlen

    ()
    (Chair of International Management, University of Mannheim L 4,1, 68131 Mannheim, Germany)

  • Sascha Albers
  • Tuulia Kewitz
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    Abstract

    Building 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 Info

    Article provided by Rainer Hampp Verlag in its journal Management Revue - The international Review of Management Studies.

    Volume (Year): 20 (2009)
    Issue (Month): 2 ()
    Pages: 209-233

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    Handle: RePEc:rai:mamere:1861-9908_mrev_2009_2_reihlen

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    Related research

    Keywords: strategic change; archetypes; internationalization; accounting industry; professional services; KPMG;

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