Abstract
Is the ‘one best way to manage’ philosophy of certain multinational companies (MNCs) a workable concept?
An examination is made of the experience in one plant of the MNC ABB, looking at both the incentives to change and the plant's ability to change.
The article reviews a global customer focus change programme driven by an internal benchmarking exercise.
In the plant studied there were wide discrepancies between targets and achievements.
Resistance to the programme was found among many managers, and the unions frequently resisted the changes that resulted.
A finding is that the plant had all the incentives to change, but lacked the ability to do so.
An examination is made of the experience in one plant of the MNC ABB, looking at both the incentives to change and the plant's ability to change.
The article reviews a global customer focus change programme driven by an internal benchmarking exercise.
In the plant studied there were wide discrepancies between targets and achievements.
Resistance to the programme was found among many managers, and the unions frequently resisted the changes that resulted.
A finding is that the plant had all the incentives to change, but lacked the ability to do so.
| Original language | English |
|---|---|
| Pages (from-to) | 299-304 |
| Number of pages | 6 |
| Journal | Strategic Change |
| Volume | 6 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - Aug 1997 |