Managing change, human resource management and Timex

Graeme Martin; Martin Dowling

doi:10.1002/jsc.v4:2

Managing change, human resource management and Timex

Graeme Martin
, Martin Dowling

Research output: Contribution to journal › Article › peer-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 language	English
Pages (from-to)	77-94
Number of pages	18
Journal	Strategic Change
Volume	4
Issue number	2
DOIs	https://doi.org/10.1002/jsc.v4:2
Publication status	Published - 1 Mar 1995

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10.1002/jsc.v4:2

http://doi.wiley.com/10.1002/jsc.4240040203

Cite this

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title = "Managing change, human resource management and Timex",

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",

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AB - 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

U2 - 10.1002/jsc.v4:2

DO - 10.1002/jsc.v4:2

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SN - 1086-1718

VL - 4

SP - 77

EP - 94

JO - Strategic Change

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Managing change, human resource management and Timex

Abstract

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