Kamat's Potpourri Kamat Research Database  
Kamat's PotpourriNew Contents
About the Kamats
Feedback
History of India
Women of India
Faces of India
Indian Mythologies
geographica indicaArts of India
Indian Music
Indian Culture
Indian Paintings
Dig Deep Browse by Tags
Site Map
Historical Timeline
Master Index
Research House of Pictures
Stamps of India
Picture Archive
Natives of India
Temples of India
Kamat Network
Blog Portal


(Keyword Search)

Building Sustainable Organisations Through Restructuring: The Role Of Organisational Character In France And India

Title:Building Sustainable Organisations Through Restructuring: The Role Of Organisational Character In France And India
Author:Ashok Som
Publication:International Journal Of Human Resources Development And Management / Inderscience Enterprises Ltd
Enumeration:Vol. 3, No. 1 pp. 2 - 16 , 2003
Abstract:In today's era of hyper competition and change, one of the crucial challenges facing organisations is to build sustainable competitive organisations. A changing environment necessitates a change in strategic initiatives. The changes in strategic initiatives such mergers and acquisitions, new product and market strategy, joint ventures, strategic alliances, diversification and outsourcing, call for organisational restructuring and the emplacement of an integrative mechanism that cements these changes. Few empirical studies have been done to date regarding the role of organisational character during an organisational restructuring process. Organisational character, which is embedded in the vision, mission, goals, values and leadership, can be explained in terms of history, culture, collective memory, knowledge, politics, habits, emotions and policies of the organisation. An extensive in-depth study of four large, complex manufacturing organisations and market leaders in France and India support our belief that the role of organisational character defined by human resource policies and the linkage between the vision, mission, goals, values and leadership of the organisation are the key success factors during an organisational restructuring process. Based on both specific policies and the actual practices, as perceived by the top management (those who formulate those policies) and middle management (those that implement them), the article presents a contingency framework, which offers valuable insights into the role of organisational character during a restructuring process.

Source of Abstract: Provided by Publisher

See Also:
Tools:

Kamat Reference Database

Kamat's Potpourri Research Database Abstracts

.

© 1995-2013 Kamat's Potpourri All Rights Reserved. Do not reproduce without prior permission. Some disclaimers apply