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The Role and Relevance of Management Cultures in the Organizational Transformation Process

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  • Karin Breu

Abstract

This article presents an empirical analysis of the impact of management models on the organizational change processes of formerly state-operated East German enterprises. Employing the grounded-theory methodology, the study elicited an empirical typology of management models from a sample of sixty-four East German organizations. The typology of binational, emergent, and received management models not only reflects variations in the decision makers’ appreciation of cultural influences on the management of change but also the models’implications for the success of the change process.

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  • Karin Breu, 2001. "The Role and Relevance of Management Cultures in the Organizational Transformation Process," International Studies of Management & Organization, Taylor & Francis Journals, vol. 31(2), pages 28-47, June.
    • Handle: RePEc:taf:mimoxx:v:31:y:2001:i:2:p:28-47
    DOI: 10.1080/00208825.2001.11656813
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    Cited by:

    1. Steger, Thomas & Lang, Rainhart, 2003. "Career paths of the elite of former GDR combinates during the postsocialist transformation process," Journal of World Business, Elsevier, vol. 38(3), pages 168-181, August.
    2. Muhamad Jantan & Aizzat Mohd Nasurdin & Nur Fitriah Ahmed Fadzil, 2003. "Designing Innovative Organizations in Malaysia: Do Structure and Culture Matter?," Global Business Review, International Management Institute, vol. 4(2), pages 213-226, August.
    3. Mihailova, Irina, 2015. "Outcomes of learning through JVs for local parent firms in transition economies: Evidence from Russia," Journal of World Business, Elsevier, vol. 50(1), pages 220-233.

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