Managing change, human resource management and Timex

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