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Full Description
Often, organizations have difficulties in recognizing the need to change. Nicole Zimmermann investigates the barriers to, but also in particular the drivers of organizational change. From the case-specific as well as from a generic study, a structural model results that is able to explain how environmental and cognitive drivers, inertia and managerial attention interact.
Contents
A Case Study of the Implementation of Electronic Trading at the New York Stock Exchange Generic Interpretation of Organizational-Environmental Forces A Feedback Theory of Organizational Inertia, Change, and Attention



