The International Journal of Organizational Analysis: Volume 1 Issue 3

TRANSFERRING MANAGEMENT TECHNIQUES TO EASTERN EUROPE: AN INSTITUTIONAL CRITIQUE

J.‐C. Spender

In this paper we question whether we know enough about organizational theorizing to be able transfer it to the Commonwealth of Independent States (CIS) countries. The researchers…

MANAGEMENT RESEARCH METHODOLOGY: PROSPECTS AND LINKS TO PRACTICE

George T. Duncan

Future developments in methodology have the potential to improve management research and better couple it to management practice. These developments are on six fronts: (1…

INCREMENTAL AND REVOLUTIONARY STRATEGIC CHANGE: AN EMPIRICAL TEST OF COMMON PREMISES

Charles J. Fornaciari, Bruce T. Lamont, Ben Mason, James J. Hoffman

Two views of organizational change dominate the management literature. The incremental view holds that organizations experience large‐scale strategic changes quite slowly while…

THE LIMITS OF HIERARCHY: “ENTERPRISE CORPORATIONS” IN CHINA

Laura L. Whitcomb

In shifting from central planning to market allocation of resources, a number of Chinese government organs were converted into “enterprise corporations,” hybrid governance…

INTERNATIONAL STRATEGY IMPLICATIONS OF JAPANESE INDUSTRIAL STRUCTURE

Douglas N. Ross

This article explores a complex aspect of Japanese industrial organization—the Japanese Corporate Grouping (JCG) commonly known as keiretsu or kigyo shudan. They are a blend of…