IMPLEMENTATION OF ORGANIZATIONAL CHANGES IN ESTONIAN COMPANIES

Ruth Alas

24 citations0/0 files storedJournal of Business Economics and Management

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

Both the popular press and academic literature tend to consider organizational change as a step‐by‐step process leading to success. This paper examines the suitability of the theory that guides the implementation of change at company level for organizations in countries in transition. The author's surveys, conducted in 137 Estonian companies in 2001 and 121 in 2005, show that the main focus of Estonian managers has been on initiating change and much less attention paid to assessing the process of change and making modifications and consolidating improvements. A process model of change for countries in transition has been proposed.

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1991The fifth discipline, the art and practice of the learning organization 1979The Social Psychology of Organizations.1997The Psychology of Attitudes 2009Leading change: why transformation efforts fail 2002The fifth discipline-the art and practice of the learning organisation 1979The Social Psychology of Organizations.1999Organizational Change: A Review of Theory and Research in the 1990s 1993Managing Change for Competitive Success

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