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Conditions of Radical Transformation in State‐Owned Enterprises *
Author(s) -
Erakovic Ljiljana,
Wilson Marie
Publication year - 2005
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2005.00467.x
Subject(s) - institutionalisation , resource dependence theory , dependency (uml) , resource (disambiguation) , business , key (lock) , government (linguistics) , institutional theory , realization (probability) , state (computer science) , industrial organization , economic system , economics , management , political science , computer network , ecology , linguistics , philosophy , statistics , mathematics , systems engineering , algorithm , computer science , law , biology , engineering
This study analyses the key contributors to radical organizational change in five New Zealand state‐owned enterprises during their ownership transition between 1985 and 1995. Abrupt government reform policies, organizations' market positions, realization of rapid technological innovation, proactive managerial actions and the new owners' strategic intent are established as key conditions of radical change in state‐owned enterprises. We integrate our findings with institutional theory and resource dependency theory to argue that organizational dynamics in times of uncertainty depend on de‐institutionalization of old and institutionalization of new patterns of resource dependency.