Abstract
Organizations are not islands that can live unto themselves, ignoring the world around them. They are shaped by their environment and in turn help to shape it. The purpose of this chapter is to look at this interaction and to try and understand the ways in which organizations are changing.
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Notes
D. J. Hickson and C. J. McMillan (eds), Organization and Nation: The Aston Programme IV (Aldershot, Hants: Gower, 1981).
Hewlett-Packard, Statement of Corporate Objectives (Palo Alto, Calif.: Hewlett-Packard, May 1979).
Christopher Lorenz, ‘When Head Office Goes Native’, Financial Times, 2 Dec. 1992, p. 18.
Angus Foster, ‘Stirring up the Waters’, Financial Times, 15 Jan. 1993, p. 9.
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Mats Forsgren and Jan Johanson, ‘Managing Internationalization in Business Networks’, in Mats Forsgren and Jan Johanson (eds), Managing Networks in International Business (Philadelphia: Gordon & Breach, 1992) p. 1.
A fuller discussion, which includes figures, is given in Rosemary Stewart, Managing Today and Tomorrow (London: Macmillan, 1991) pp. 172–5.
Fujitsu, Annual Report, 1991 (Tokyo: Fujitsu, 1992), p. 4.
Michael Porter, The Competitive Advantage of Nations (New York: Free Press, 1990).
Martin Campbell-Kelly, ICL: A Business and Technical History (Oxford: Clarendon Press, 1990).
Alan Cane, ‘Japanese-owned ICL Wins Brussels Research Contracts’, Financial Times, 1 Sept. 1992.
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© 1993 Rosemary Stewart
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Stewart, R. (1993). The Changing Organization. In: The Reality of Organizations. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-23047-1_10
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DOI: https://doi.org/10.1007/978-1-349-23047-1_10
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