Strategic change and organisational restructuring: How managers negotiate change initiatives
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Cited by:
- Williams, Christopher, 2009. "Subsidiary-level determinants of global initiatives in multinational corporations," Journal of International Management, Elsevier, vol. 15(1), pages 92-104, March.
- Ugonna, Dr Charity Udodirim & Ochieng, Prof Edward G. & Zuofa, Dr Tarila, 2021. "Augmenting the delivery of public research and development projects in developing countries," Technological Forecasting and Social Change, Elsevier, vol. 169(C).
- Julia Balogun & Kathryn Fahy & Eero Vaara, 2019. "The interplay between HQ legitimation and subsidiary legitimacy judgments in HQ relocation: A social psychological approach," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 50(2), pages 223-249, March.
- Schotter, Andreas & Beamish, Paul W., 2011. "Performance effects of MNC headquarters-subsidiary conflict and the role of boundary spanners: The case of headquarter initiative rejection," Journal of International Management, Elsevier, vol. 17(3), pages 243-259, September.
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Keywords
High performance work systems Organisation change Management resistance Restructured work Negotiating change;Statistics
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