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dc.contributor.authorErakovic, Ljiljanaen_US
dc.contributor.authorWilson, Marieen_US
dc.date.accessioned2017-05-03T15:51:38Z
dc.date.available2017-05-03T15:51:38Z
dc.date.issued2005en_US
dc.date.modified2010-08-13T07:25:04Z
dc.identifier.issn10453172en_US
dc.identifier.doi10.1111/j.1467-8551.2005.00467.xen_AU
dc.identifier.urihttp://hdl.handle.net/10072/33444
dc.description.abstractThis study analyses the key contributors to radical organizational change in five New Zealand state-owned enterprises during their ownership transition between 1985 and 1995. Abrupt government reform policies, organizations' market positions, realization of rapid technological innovation, proactive managerial actions and the new owners' strategic intent are established as key conditions of radical change in state-owned enterprises. We integrate our findings with institutional theory and resource dependency theory to argue that organizational dynamics in times of uncertainty depend on deinstitutionalization of old and institutionalization of new patterns of resource dependency.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherBlackwell Publishingen_US
dc.publisher.placeOxford, UKen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom293en_US
dc.relation.ispartofpageto313en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalBritish Journal of Managementen_US
dc.relation.ispartofvolume16en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchBusiness and Management not elsewhere classifieden_US
dc.subject.fieldofresearchcode150399en_US
dc.titleConditions of Radical Transformation in State-Owned Enterprisesen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2005
gro.hasfulltextNo Full Text


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