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Explaining strategic disappointment: the interaction of stakeholders and structure

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A strategic initiative's success or failure depends on its appropriateness for the "landscape" into which it is introduced. This paper draws on institutional and political perspectives on organizations and their environments to propose a framework for describing this landscape in order to understand better the process by which problems arise, solutions are generated, and outcomes - often quite different from those intended - emerge. In it, stakeholders, structural elements, and their interactions are linked to system-level phenomena. Such a generalizable process model generates insights into the difficulties and outcomes of particular organizational change initiatives, and allows comparison across organizational, national and other contexts. The author applies the model to the case of a disappointing enterprise reform in China, Ma'Anshan Iron and Steel's restructuring and listing, to show how the "right" reforms actually exacerbated rather than ameliorated the problems that served as the initial stimulus for reform.

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp2003/2003-03.pdf

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Copyright INSEAD. All rights reserved