Adaptation Or Expiration in Family Firms: Organizational Flexibility in Emerging Economies
The author explores determinants of organisational flexibility in this examination of four family-owned companies, two flexible and two less flexible, from the edible oil and pharmaceutical industries.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Adaptation innovation and the flexible organization
Argentinian business environment
Adaptive responses under competitive pressures
Case Study Sidus Group
Case Study Laboratorio DERSA
Case Study AGD Aceitera General Deheza
Case Study St Martin
Concluding remarks on the transformation process of the firms analysed
Other editions - View all
adaptation AGD and Sidus AGD and St AGD's areas Argentina Argentinian benchmark BioSidus biotechnology Board brand cent centralization and formalization CEO DERSA company's competitive context contingency theory cotton ginning crushing dermatology determinants of organizational Director AGD dominant coalition dynamic economy edible oil industry embeddedness environmental environmental scanning erythropoietin factors family firms family members Figure firm's flexible and less flexible companies Greenwood and Hinings heterogeneity HR Manager hypercompetitive important indicators indigenous businesses indigenous firms inertia innovation institutional Instituto Sidus Interview with CEO Interview with Director Interview with Finance Interview with HR investments issues less flexible firms macroculture Manager in DERSA Michael Dufour needed operational organization organizational flexibility organizational identity p/u p/u p/u period Pettigrew population ecology power distance role sector Sidus and DERSA St Martin strategic initiatives structure Table tenure tion top management team top team transformation uncertainty avoidance values Volberda