Institutional Upheaval and Company Transformation in Emerging Market Economies
AbstractCompany transformation in central Europe is qualitatively different from that observed in the West because of upheaval in the institutional environment. Case data from &= in the Czech Republic suggest that institutional upheaval slows the pace and progress of company transformation because it exacerbates structural inertia effects; eliminates templates for organizing; and promotes strategic confusion. At the same time, inter-organizational and interpersonal relationships facilitate company transformation during institutional upheaval.
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Bibliographic InfoPaper provided by William Davidson Institute at the University of Michigan in its series William Davidson Institute Working Papers Series with number 119.
Date of creation: 01 Mar 1998
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organizational transformation; institutional theory; emerging market economies;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2002-04-03 (All new papers)
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