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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
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    Citations

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    Cited by:

    1. 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.
    2. 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.
    3. Minas Pediaditakis & Kleanthis Thomaidis, 2006. "Globalization and International Entrepreneurship," European Research Studies Journal, European Research Studies Journal, vol. 0(1-2), pages 25-44.
    4. 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.
    5. 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.
    6. 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.
    7. 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.

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