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Leading Radical Change in Transition Economies

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  • Karen L. Newman

Abstract

New managers in central and east European companies were faced with daunting challenges to manage their companies through the transition from central planning to competition and to change their companies radically so that their firms would be capable of competing effectively. Based on the analysis of six longitudinal company cases from the Czech Republic, I identify the key skills that new managers had to have and where they were able to obtain those skills. The seeds of current managerial expertise could often be found in experiences under central planning, despite the fact that central planning more generally rewarded behaviors that were counterproductive in market-based competition. Results are discussed in the context of leading radical organizational change.

Suggested Citation

  • Karen L. Newman, 1998. "Leading Radical Change in Transition Economies," William Davidson Institute Working Papers Series 156, William Davidson Institute at the University of Michigan.
  • Handle: RePEc:wdi:papers:1998-156
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    File URL: http://deepblue.lib.umich.edu/bitstream/2027.42/39544/3/wp156.pdf
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    Cited by:

    1. Ruth Alas & Christopher Rees, 2006. "Work-related Attitudes, Values and Radical Change in Post-Socialist Contexts: A Comparative Study," Journal of Business Ethics, Springer, vol. 68(2), pages 181-189, October.

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