Ed Clark and Anna Soulsby (2007) Understanding top management and organizational change through demographic and processual analysis. Journal of Management Studies, 44 (6). pp. 932-954. ISSN 0022-2380
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Top management theory has been strongly influenced by demographic studies of top management teams (TMTs), but not by research into organizational adaptation to conditions of extreme institutional turbulence. This article analyzes the transformation of a post-socialist enterprise through a combination of demographic and processual methods to develop an enriched account of the micro-processes through which top management constructed organizational change. Adding layers of narrative data and processual explanation directly addresses the well rehearsed problems in demographic TMT studies. From the findings, we propose a set of theoretical arguments that conceptualizes top management in terms of management regimes, to which TMTs are politically tied and through which they seek to realize their values and strategies in organizational outcomes.
This is a Draft version This version's date is: 2007 This item is peer reviewed
https://repository.royalholloway.ac.uk/items/2ab11760-354f-8bbc-2221-b828794d5a8b/1/
Deposited by Al Dean (ZSRA118) on 15-Mar-2010 in Royal Holloway Research Online.Last modified on 07-Jan-2011
(C) 2007 Wiley-Blackwell whose permission to mount this version for private study and research is acknowledged. The repository version is the author's final draft.
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