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Managing organizational politics for radical change: the case of Beiersdorf-Lechia S.A., Poznan

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  • Blazejewski, Susanne
  • Dorow, Wolfgang

Abstract

In 1997, the Beiersdorf group reacquired its former subsidiary in Poznan which had been expropriated by the Polish state after World War II. In two years the new management succeeded in transforming this formerly state-owned, production-driven conglomerate into a highly profitable, market-oriented consumer goods company. We use this case study to introduce a comprehensive model of organizational transformation integrating micro-level change theory and the organizational politics approach focusing on the interplay of power and interests in radical intra-organizational transformation processes in CEE enterprises.

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  • Blazejewski, Susanne & Dorow, Wolfgang, 2003. "Managing organizational politics for radical change: the case of Beiersdorf-Lechia S.A., Poznan," Journal of World Business, Elsevier, vol. 38(3), pages 204-223, August.
  • Handle: RePEc:eee:worbus:v:38:y:2003:i:3:p:204-223
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    References listed on IDEAS

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    1. Obloj, Krzysztof & Thomas, Howard, 1996. "Breaking away from the past: Strategies of successful polish firms," European Management Journal, Elsevier, vol. 14(5), pages 467-476, October.
    2. Bos, Dieter, 1993. "Privatization in Europe: A Comparison of Approaches," Oxford Review of Economic Policy, Oxford University Press, vol. 9(1), pages 95-111, Spring.
    3. Rees, Ray, 1988. "Inefficiency, Public Enterprise and Privatisation," Munich Reprints in Economics 3415, University of Munich, Department of Economics.
    4. Rees, Ray, 1988. "INefficiency, public enterprise and privatisation," European Economic Review, Elsevier, vol. 32(2-3), pages 422-431, March.
    5. unknown, 1993. "Privatization in Europe: A comparison of approaches," Discussion Paper Serie A 376, University of Bonn, Germany.
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    Cited by:

    1. Cavaliere, Christianne & Larsen, Erik R. & Dyner, Isaac, 2007. "The privatization of EEB: From cash drain to major contributor," Energy Policy, Elsevier, vol. 35(3), pages 1884-1895, March.
    2. Dörrenbächer, Christoph & Gammelgaard, Jens, 2010. "Multinational corporations, inter-organizational networks and subsidiary charter removals," Journal of World Business, Elsevier, vol. 45(3), pages 206-216, July.
    3. Barmeyer, Christoph & Mayrhofer, Ulrike, 2008. "The contribution of intercultural management to the success of international mergers and acquisitions: An analysis of the EADS group," International Business Review, Elsevier, vol. 17(1), pages 28-38, February.
    4. Bandeira-de-Mello, Rodrigo & Fleury, Maria Tereza Leme & Aveline, Carlos Eduardo Stefaniak & Gama, Marina Amado Bahia, 2016. "Unpacking the ambidexterity implementation process in the internationalization of emerging market multinationals," Journal of Business Research, Elsevier, vol. 69(6), pages 2005-2017.
    5. repec:spr:manint:v:55:y:2015:i:5:d:10.1007_s11575-015-0247-6 is not listed on IDEAS
    6. Gammelgaard, Jens & McDonald, Frank & Stephan, Andreas & Tüselmann, Heinz & Dörrenbächer, Christoph, 2012. "The impact of increases in subsidiary autonomy and network relationships on performance," International Business Review, Elsevier, vol. 21(6), pages 1158-1172.

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