IDEAS home Printed from https://ideas.repec.org/a/eee/eurman/v20y2002i1p55-71.html
   My bibliography  Save this article

An Integrated Framework for Managing Change in the New Competitive Landscape

Author

Listed:
  • Prastacos, Gregory
  • Söderquist, Klas
  • Spanos, Yiannis
  • Van Wassenhove, Luk

Abstract

It is not the strongest species that will survive, nor the most intelligent, but the one most responsive to change. Charles Darwin The pace of change experienced by modern businesses is phenomenal. Businesses today have to abandon many of the principles that have guided generations of managers, and develop a new set of objectives and rules that will enable them to successfully manage change and guide them to transform into 21st century corporations. Extensive work has been done recently to develop models and frameworks for addressing a variety of the issues associated with organisational change. This paper integrates and advances some of the models and concepts in an effort to develop an all-encompassing framework to guide managerial action. Using Scott-Morton's framework as a point of departure and integrating the key management imperatives and change-enablers of the new competitive landscape, the paper develops an integrative model of organisational change encompassing all parts of the organisation (i.e. strategy, structure, processes and human capital), that seeks to offer managers guidance as to the fundamental factors that need to be considered when planning and implementing change initiatives.

Suggested Citation

  • Prastacos, Gregory & Söderquist, Klas & Spanos, Yiannis & Van Wassenhove, Luk, 2002. "An Integrated Framework for Managing Change in the New Competitive Landscape," European Management Journal, Elsevier, vol. 20(1), pages 55-71, February.
  • Handle: RePEc:eee:eurman:v:20:y:2002:i:1:p:55-71
    as

    Download full text from publisher

    File URL: http://www.sciencedirect.com/science/article/pii/S0263237301001141
    Download Restriction: Full text for ScienceDirect subscribers only

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Sharma, Supriya, 2012. "Organizational Transformation in India: Developing a Typology," IIMA Working Papers WP2012-11-01, Indian Institute of Management Ahmedabad, Research and Publication Department.
    2. Galbreath, Jeremy & Galvin, Peter, 2008. "Firm factors, industry structure and performance variation: New empirical evidence to a classic debate," Journal of Business Research, Elsevier, vol. 61(2), pages 109-117, February.
    3. Lahiri, Somnath & Kedia, Ben L., 2011. "Co-evolution of institutional and organizational factors in explaining offshore outsourcing," International Business Review, Elsevier, vol. 20(3), pages 252-263, June.
    4. Minas Pediaditakis & Kleanthis Thomaidis, 2006. "Globalization and International Entrepreneurship," European Research Studies Journal, European Research Studies Journal, vol. 0(1-2), pages 25-44.
    5. Wang, Jian & Cao, De-bi, 2008. "Relationships between two approaches for planning manufacturing strategy: A strategic approach and a paradigmatic approach," International Journal of Production Economics, Elsevier, vol. 115(2), pages 349-361, October.
    6. Larry J. Menor & M. Murat Kristal & Eve D. Rosenzweig, 2007. "Examining the Influence of Operational Intellectual Capital on Capabilities and Performance," Manufacturing & Service Operations Management, INFORMS, vol. 9(4), pages 559-578, May.
    7. Bergman, Jukka & Viljainen, Satu & Kassi, Tuomo & Partanen, Jarmo & Laaksonen, Petteri, 2006. "Managing the exploration of new operational and strategic activities using the scenario method--assessing future capabilities in the field of electricity distribution industry," International Journal of Production Economics, Elsevier, vol. 104(1), pages 46-61, November.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:eurman:v:20:y:2002:i:1:p:55-71. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu). General contact details of provider: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/description#description .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.