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The interplay of planned and emergent change in Cuba

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  • Pina e Cunha, Miguel
  • Campos e Cunha, Rita

Abstract

This paper analyses the interplay of planned and emergent change in fin de siècle Cuba. The situation in this nation is analysed according to a theory of action that sees change as the result of interplay between top-down, State-directed planned change and emergent, bottom-up, problem-driven change. Drawing on a series of eight focus groups with a total of 106 Cuban executives and management scholars, this paper addresses the Cuban case to suggest that the essence of change may be captured through a structural perspective, where agents and structure interact to produce the social innovations required in face of environmental change. The article reports how the need to protect the nation's core ideology is being combined with the adoption of Western management practices, and how the process of social innovation can be thought of as the recursive interplay between planned features emanating from the institutional context and emergent actions resulting from individual attempts to deal with local conditions.

Suggested Citation

  • Pina e Cunha, Miguel & Campos e Cunha, Rita, 2003. "The interplay of planned and emergent change in Cuba," International Business Review, Elsevier, vol. 12(4), pages 445-459, August.
    • Handle: RePEc:eee:iburev:v:12:y:2003:i:4:p:445-459
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    References listed on IDEAS

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    1. Steven White & Xielin Liu, 2001. "Transition Trajectories for Market Structure and Firm Strategy in China," Journal of Management Studies, Wiley Blackwell, vol. 38(1), pages 103-124, January.
    2. Richard Whittington, 1992. "Putting Giddens Into Action: Social Systems And Managerial Agency," Journal of Management Studies, Wiley Blackwell, vol. 29(6), pages 693-712, November.
    3. de Holan Pablo Martin & Nelson Phillips, 2002. "Managing in Transition : A Case Study of Institutional Management and Organizational Change," Post-Print hal-02312939, HAL.
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    Cited by:

    1. Cunha, Miguel Pina e, 2005. "Adopting or adapting? The tension between local and international mindsets in Portuguese management," Journal of World Business, Elsevier, vol. 40(2), pages 188-202, May.
    2. Totin, Edmond & van Mierlo, Barbara & Mongbo, Roch & Leeuwis, Cees, 2015. "Diversity in success: Interaction between external interventions and local actions in three rice farming areas in Benin," Agricultural Systems, Elsevier, vol. 133(C), pages 119-130.
    3. Miguel Pina e Cunha & Rita Campos e Cunha, 2004. "The dynamics of managerial ideology: analyzing the cuban case," Nova SBE Working Paper Series wp457, Universidade Nova de Lisboa, Nova School of Business and Economics.
    4. Miguel Pina e Cunha & Rita Campos e Cunha & Armenio Rego, 2005. "What is an "exemplary workplace"? Evidence from Cuba," Nova SBE Working Paper Series wp475, Universidade Nova de Lisboa, Nova School of Business and Economics.
    5. Miguel Pina e Cunha, 2004. "Adopting or adapting? The tension between local and international mindsets in portuguese management," Nova SBE Working Paper Series wp451, Universidade Nova de Lisboa, Nova School of Business and Economics.

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