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
• 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 language | English |
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Pages (from-to) | 77-94 |
Number of pages | 18 |
Journal | Strategic Change |
Volume | 4 |
Issue number | 2 |
DOIs | |
Publication status | Published - 1 Mar 1995 |