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Management actions, attitudes to change and perceptions of the external environment : a complexity theory approach

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dc.contributor.author Mason, Roger Bruce
dc.date.accessioned 2011-03-22T10:00:09Z
dc.date.available 2011-03-22T10:00:09Z
dc.date.issued 2008
dc.identifier.uri http://hdl.handle.net/10321/605
dc.description Originally published in: Journal of general management, Vol.34, No.1, 2008. en_US
dc.description.abstract This 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.extent pp. 37-53 (18 p.) en_US
dc.language.iso en en_US
dc.publisher Mercury House Publishers en_US
dc.title Management actions, attitudes to change and perceptions of the external environment : a complexity theory approach en_US
dc.type Article en_US
dc.dut-rims.pubnum DUT-000204


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