Organisational transformation in the Russian oil industry:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cheltenham ; Northampton, Mass
Edward Elgar
c2008
|
| Schlagworte: | |
| Online-Zugang: | DE-12 DE-634 DE-1043 DE-1046 DE-573 DE-M347 DE-898 DE-859 DE-860 DE-861 DE-863 DE-862 DE-Re13 DE-91 DE-384 DE-473 DE-19 DE-355 DE-703 DE-20 DE-706 DE-824 DE-29 DE-739 Volltext |
| Beschreibung: | Includes bibliographical references (p. 233-247) and index |
| Beschreibung: | 1 Online-Ressource (xv, 264 Seiten) ill., maps |
| ISBN: | 9781848444959 |
| DOI: | 10.4337/9781848444959 |
Internformat
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| 100 | 1 | |a Dixon, Sarah |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Organisational transformation in the Russian oil industry |c Sarah Dixon |
| 264 | 1 | |a Cheltenham ; Northampton, Mass |b Edward Elgar |c c2008 | |
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| 500 | |a Includes bibliographical references (p. 233-247) and index | ||
| 505 | 8 | |a 1. Introduction -- 2. Transition context -- 3. Stages of organisational transformation in transition economies -- 4. Yukos case study -- 5. TNK/TNK-BP case study -- 6. Lukoil and surgutneftegaz case studies -- 7. Leadership, administrative heritage and absorptive capacity -- 8. Organisational learning and the development of organisational capabilities -- 9. Organisational learning and dynamic capabilities -- 10. Conclusions | |
| 505 | 8 | |a Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change | |
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Datensatz im Suchindex
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| contents | 1. Introduction -- 2. Transition context -- 3. Stages of organisational transformation in transition economies -- 4. Yukos case study -- 5. TNK/TNK-BP case study -- 6. Lukoil and surgutneftegaz case studies -- 7. Leadership, administrative heritage and absorptive capacity -- 8. Organisational learning and the development of organisational capabilities -- 9. Organisational learning and dynamic capabilities -- 10. Conclusions Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| doi_str_mv | 10.4337/9781848444959 |
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| index_date | 2024-07-03T19:33:54Z |
| indexdate | 2024-08-05T08:30:53Z |
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| publisher | Edward Elgar |
| record_format | marc |
| spellingShingle | Dixon, Sarah Organisational transformation in the Russian oil industry 1. Introduction -- 2. Transition context -- 3. Stages of organisational transformation in transition economies -- 4. Yukos case study -- 5. TNK/TNK-BP case study -- 6. Lukoil and surgutneftegaz case studies -- 7. Leadership, administrative heritage and absorptive capacity -- 8. Organisational learning and the development of organisational capabilities -- 9. Organisational learning and dynamic capabilities -- 10. Conclusions Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change Electronic books Petroleum industry and trade Russia (Federation) Organizational change Russia (Federation) Business enterprises Russia (Federation) |
| title | Organisational transformation in the Russian oil industry |
| title_auth | Organisational transformation in the Russian oil industry |
| title_exact_search | Organisational transformation in the Russian oil industry |
| title_exact_search_txtP | Organisational transformation in the Russian oil industry |
| title_full | Organisational transformation in the Russian oil industry Sarah Dixon |
| title_fullStr | Organisational transformation in the Russian oil industry Sarah Dixon |
| title_full_unstemmed | Organisational transformation in the Russian oil industry Sarah Dixon |
| title_short | Organisational transformation in the Russian oil industry |
| title_sort | organisational transformation in the russian oil industry |
| topic | Electronic books Petroleum industry and trade Russia (Federation) Organizational change Russia (Federation) Business enterprises Russia (Federation) |
| topic_facet | Electronic books Petroleum industry and trade Russia (Federation) Organizational change Russia (Federation) Business enterprises Russia (Federation) |
| url | https://doi.org/10.4337/9781848444959 |
| work_keys_str_mv | AT dixonsarah organisationaltransformationintherussianoilindustry |