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Implementation of organizational changes in Estonian companies

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  • Ruth Alas

Abstract

Both the popular press and academic literature tend to consider organizational change as a step‐by‐step process leading to success. This paper examines the suitability of the theory that guides the implementation of change at company level for organizations in countries in transition. The author's surveys, conducted in 137 Estonian companies in 2001 and 121 in 2005, show that the main focus of Estonian managers has been on initiating change and much less attention paid to assessing the process of change and making modifications and consolidating improvements. A process model of change for countries in transition has been proposed.

Suggested Citation

  • Ruth Alas, 2008. "Implementation of organizational changes in Estonian companies," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 9(4), pages 289-297, October.
    • Handle: RePEc:taf:jbemgt:v:9:y:2008:i:4:p:289-297
    DOI: 10.3846/1611-1699.2008.9.289-297
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    Cited by:

    1. Tai-Ning Yang, 2013. "The impact of resumption of former top executives on stock prices: an event study approach," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 14(2), pages 292-302, April.
    2. C. Lakshman & Aarti Ramaswami & Ruth Alas & Jean Kabongo & J. Rajendran Pandian, 2014. "Ethics Trumps Culture? A Cross-National Study of Business Leader Responsibility for Downsizing and CSR Perceptions," Journal of Business Ethics, Springer, vol. 125(1), pages 101-119, November.

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