Change Management in Transition Economies: Integrating Corporate Strategy, Structure and Culture - page 1
- BackCover
- BackCover
- BackCover
- Change Management in Transition Economies - Integrating Corporate Strategy, Structure and Culture
- Preface
- List of Abbreviations
- Notes on the Contributors
- Part I: Establishing the Framework: Economic and Political Constraints on Business in Poland
- Chapter 1: Political, Economic and Cultural Developments in Polish - German Relations Since 1989
- 1.1 Introduction
- 1.2 Polish - German relations, 1945 - 89
- 1.3 New beginnings, 1989 - 91
- 1.4 The German - Polish community of interests, 1991 - 2002
- 1.5 Where does Poland stand now?
- Chapter 2: Polish - German Economic Relations in the 1990s: The Track Record and its Implications
- 2.1 Introduction
- 2.2 Polish - German economic relations
- 2.3 Conclusions
- Chapter 3: Investing in Poland: The Experiences of German Enterprises
- 3.1 Poland s economic development and German - Polish business relations
- 3.2 The experiences of German enterprises in Poland: a survey
- 3.3 Polish enterprises in Germany
- Chapter 4: Mass Privatization as a Condition for Change: The Role of Polish NIFs
- 4.1 Mass privatization programmes in the countries of Central and Eastern Europe
- 4.2 Structure of the NIF programme
- 4.3 NIFs as proprietors
- 4.4 NIFs as investors
- 4.5 Conclusions
- Chapter 5: Privatization, Restructuring, Corporate Governance and the Behaviour of Firms in Transition Economies
- 5.1 Introduction
- 5.2 Sources of evidence: introduction to the case studies
- 5.3 Framework for restructuring
- 5.4 Short-term responses
- 5.5 Long-term responses and enterprise restructuring
- 5.6 Conclusions and future challenges
- Chapter 6: Politics and Employment Relations: The Power of Labour in Poland after the Fall of Communism
- 6.1 Introduction
- 6.2 Polish employment relations: continuities and change
- 6.3 Excessive labour power?
- 6.4 Conclusion
- Part II: The Beiersdorf Case: Radical Change from a Production-Oriented Conglomerate to a Market-Driven Consumer Goods Company
- Chapter 7: Case Study: Beiersdorf-Lechia SA, Poznan
- 7.2 Steps of transformation from a state-owned collective conglomerate to a market-driven, fast-moving consumer goods company
- 7.3 Key areas of change management
- 7.4 Conclusion
- Part III: Strategic Concepts for Continuous Change in Transformation Enterprises
- Chapter 8: Market Entry Strategies and Competitive Advantages in Poland
- 8.1 New chances for competitive advantage in Poland
- 8.2 Strategies for the Polish market
- 8.3 Dunning s eclectic paradigm of international production
- 8.4 Market entry strategies for Poland, empirical evidence
- 8.5 Conclusion
- Chapter 9: Marketing Strategies of Western Consumer Goods Firms in Central and Eastern Europe
- 9.1 Introduction
- 9.2 Motives for market entry
- 9.3 Market entry strategies
- 9.4 Marketing strategies
- 9.5 Implementing marketing programme in CEE
- Chapter 10: The Development of the Retail Sector in Poland since 1990
- 10.2 Facing fragmentation: Polish retail enterprises formulate new strategies
- 10.3 From scepticism to accelerated innovation: strategies of the international retail networks
- 10.4 Conclusions
- Chapter 11: The Leadership Behaviour of Managers in Austria, the Czech Republic and Poland: An Intercultural Comparison Based on the Vroom - Yetton Model of Leadership and Decision Making
- 11.1 Cross-cultural studies: value concept versus action orientation
- 11.2 The Vroom - Yetton model
- 11.3 Cross-cultural comparison of Austrian, Czech and Polish Managers
- 11.4 Discussion
- Chapter 12: Remuneration Management in Polish Companies
- 12.1 General wage levels
- 12.2 Job evaluation
- 12.3 Performance appraisal and performance-related pay
- 12.4 Conclusion
- Chapter 13: Change of Organizational Identity in Polish Enterprises
- 13.1 Introduction
- 13.2 Organizational identity
- 13.3 Research objectives and hypotheses
- 13.4 Research methods and description of sample
- 13.5 Research findings
- 13.6 Conclusions
- Chapter 14: Simple Rules and Simple Solutions: The Dominant Logic of High and Low Performers in Turbulent Environments