Strategic changes are often carried out with good intentions, but managers and subordinates may assess the change differently. Consequently, subordinates start to resist the change. The purpose of this thesis is to explore the internal resistance, which often is a consequence of strategic changes.
The objective of this paper is to build a case for inclusion of organizational identity construct in turnaround research. After a brief review of various perspectives in turnaround research, the paper traces the major findings in turnaround actions and types. Based on
This dissertation seeks to answer the following research questions: (1) what properties enable some organizations to generate more value from information technology (IT) than others? and (2) through what mechanisms do organizations generate value through IT? It examines the role of technology
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