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dc.contributor.authorMason, Roger Bruce
dc.date.accessioned2011-03-22T10:00:09Z
dc.date.available2011-03-22T10:00:09Z
dc.date.issued2008
dc.identifier.urihttp://hdl.handle.net/10321/605
dc.descriptionOriginally published in: Journal of general management, Vol.34, No.1, 2008.en_US
dc.description.abstractThis paper, based on complexity theory principles, suggests relationships between environmental turbulence, managers' perceptions of the external environment, attitudes to change, management actions and business success. Data was collected via a case study method, using indepth interviews, document analysis and observation from two companies each in the computer and packaging industries. Findings reflected a relationship between environmental perceptions and attitudes to change. The more successful firms expected and almost welcomed change, while the less successful companies were victims of change. Overall external environment perceptions, attitudes to change and the resulting management approaches differed between the more successful and less successful companies.en_US
dc.format.extentpp. 37-53 (18 p.)en_US
dc.language.isoenen_US
dc.publisherMercury House Publishersen_US
dc.titleManagement actions, attitudes to change and perceptions of the external environment : a complexity theory approachen_US
dc.typeArticleen_US
dc.dut-rims.pubnumDUT-000204


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