Managing change, human resource management and Timex

Graeme Martin, Martin Dowling

Research output: Contribution to journalArticle

Abstract

This article:

• sets out the attempts to bring about strategic change at Timex in Dundee over a 50 year association with the city;

• discusses the problems of moving from a mass production, make‐for‐stock strategy to a subcontracting, make‐to‐order strategy in the context of the Timex corporation's global strategy and organizational configuration;

• discusses the role of leadership, management style and human resource management in bringing about culture change:

• explains the problems of Timex as a failure of the US and home‐based management to think strategically and think culturally.

Citing Literature
Original languageEnglish
Pages (from-to)77-94
Number of pages18
JournalStrategic Change
Volume4
Issue number2
DOIs
Publication statusPublished - 1 Mar 1995

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