ISSN:
0951-3574
Source:
Emerald Fulltext Archive Database 1994-2005
Topics:
Economics
Notes:
Reports on the uncovering of a small-firm reality where the self-gratifying behaviour of the owner/manager threatens the survival of the organization. Takes a "middle-range thinking" approach to mould ethnographic data, and demonstrates and develops, via a case study, models of change within organizations. Identifies the importance of power in such change-resistant contexts, and draws conclusions from the work which suggest that in such contexts "second order" change is unlikely to be achieved and only "pseudo-colonization" can be sustained in the long term. It is the authors' view that this context is a common one and is worthy of further research since there may be far-reaching implications for a whole range of stakeholders associated with such an organization.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1108/09513579610109950
