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Conclusion

In: Beyond Organizational Change

Author

Listed:
  • Glenn Morgan
  • Andrew Sturdy

Abstract

In the preceding chapters we have explored the conditions, processes and outcomes of change in the field of UK financial services with a particular focus on emerging management discourses such as strategy and marketing. In doing so, we have sought to develop a distinctive contribution to understanding organizational change more generally which incorporates and connects different levels and types of analysis – historical, institutional, structural, sectoral, organizational and existential – and might be applied and developed in other contexts. At the same time, we hope to have offered a range of insights into the process of change that has occurred over the last 20 years in UK retail financial services. As we have emphasized, there are no clear cut-off points to change and the processes which we have described are ongoing with the combination of existing and newly-emerging conditions, contradictions and discourses.

Suggested Citation

  • Glenn Morgan & Andrew Sturdy, 2000. "Conclusion," Palgrave Macmillan Books, in: Beyond Organizational Change, chapter 9, pages 252-270, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-80005-2_9
    DOI: 10.1057/9780230800052_9
    as

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