Managing change, human resource management and Timex

Graeme Martin, Martin Dowling

    Research output: Contribution to journalArticlepeer-review

    9 Citations (Scopus)

    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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