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dc.contributor.advisorMcKiernan, Peter
dc.contributor.authorTeichert, Broer
dc.coverage.spatialxi, 308 p.en_US
dc.description.abstractFirms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.en_US
dc.publisherUniversity of St Andrews
dc.subject.lcshOrganizational change--Managementen
dc.subject.lcshCorporate reorganizationsen
dc.subject.lcshOrganization--Case studiesen
dc.titleOrganisational self-renewal : process designen_US
dc.type.qualificationnamePhD Doctor of Philosophyen_US
dc.publisher.institutionThe University of St Andrewsen_US

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