From Deregulation to change management: A former railroad monopolist learning to live in a new market setting
2009 (English)Conference paper (Refereed)
The purpose with this paper is to analyze the way top management acted in order to adapt a former railroad monopolist to a new deregulated environment and by that decreasing the amounts of employees with 75 % as well as developing a new corporate strategy. In particular, focus is placed on analyzing how top management acted in order to support the learning needed internally to create acceptance of the fundamental changes of both corporate strategy and structure. The approach used is an investigation on the consistency between the content of change, the context for it as well as the process of change ‐ by using an in‐depth case study. There are few in‐depth case studies on how top management acts in order to support change, particularly in terms of creating learning even though the topic as such have been addressed for several decades. The numbers of failures in change initiatives are severe and over the last twenty years or so, many problems have been raised within this field of research. Several of them boil down to the importance of creating internal understanding for the change needed. This case study show that consistency between actions taken by top management and the content and context of change appeared and is likely to be one major reason why this change process can be considered as successful.
Place, publisher, year, edition, pages
IdentifiersURN: urn:nbn:se:kth:diva-60878OAI: oai:DiVA.org:kth-60878DiVA: diva2:478069
'Organisational Change & Development: Advances, Challenges and Contradiction'. European Institute for Advanced Studies in Management, EIASM, Krakow
QC 201201312012-01-312012-01-152012-10-23Bibliographically approved