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OverviewHere the example of the Russian oil industry in the context of transition from a planned to a market economy is used to develop a three-stage framework for organisational transformation.Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change. Integrating several perspectives, including a resource-based view, organisational learning, dynamic capabilities and top management team theory, this book will be of great interest to scholars and researchers of business and management, international business and organisational behaviour. Full Product DetailsAuthor: Sarah DixonPublisher: Edward Elgar Publishing Ltd Imprint: Edward Elgar Publishing Ltd Dimensions: Width: 15.60cm , Height: 2.60cm , Length: 23.40cm Weight: 0.558kg ISBN: 9781847205926ISBN 10: 1847205925 Pages: 288 Publication Date: 31 October 2008 Audience: College/higher education , Professional and scholarly , Postgraduate, Research & Scholarly , Professional & Vocational Format: Hardback Publisher's Status: Active Availability: To order  Stock availability from the supplier is unknown. We will order it for you and ship this item to you once it is received by us. Table of ContentsReviews'The author of this volume provides an insider view of the story due to her involvement with the [Russian oil] industry over a long period and her access to information from key players of the industry... the book is a welcome addition, especially for its sound story line. Anyone interested in the transformation of the Russian oil industry will find it a valuable work. It will also inspire researchers to analyse organisational transformation of other types of industries, especially electricity and gas in many countries around the world that have undergone radical changes in the past.' -- Subhes C. Bhattacharyya, International Journal of Energy Sector Management 'Sarah Dixon has produced a fascinating look at the internal workings of four major Russian oil companies during the decade following their privatisation in the mid-1990s. Dixon has utilised her in-depth knowledge of Russia and her business experience in its thriving oil industry to gain access to Russia's powerful business titans. Her insights and careful observations have resulted in a masterful analysis of organisational transformation during Russia's radical institutional upheaval. The book is a valuable contribution to resource-based theory by explaining linkages between organisational learning, dynamic capabilities, and implementation of organisational transformation. Practitioners will also benefit from the rich case studies offering insight into constraints and enablers of organisational transformation.' -- Sheila M. Puffer, Northeastern University, Boston, US 'Sarah Dixon has produced a fascinating look at the internal workings of four major Russian oil companies during the decade following their privatization in the mid-1990s. Dixon has utilized her in-depth knowledge of Russia and her business experience in its thriving oil industry to gain access to Russia's powerful business titans. Her insights and careful observations have resulted in a masterful analysis of organisational transformation during Russia's radical institutional upheaval. The book is a valuable contribution to resource-based theory by explaining linkages between organisational learning, dynamic capabilities, and implementation of organisational transformation. Practitioners will also benefit from the rich case studies offering insight into constraints and enablers of organisational transformation.' - Sheila M. Puffer, Northeastern University, Boston, US Author InformationSarah Dixon, University of Leicester, UK Tab Content 6Author Website:Countries AvailableAll regions |
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