Survival and breakthrough : a case study of evolutionary change in a state-owned enterprise

This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational...
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Autor*in:	Liu, Yun-shi Huang, Chen-kung Fang, Ching-han Tsai, Wei-ya Chen, June-kune

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2015

Beschreibung:	Systemvoraussetzung: Acrobat Reader.

Übergeordnetes Werk:	In: International journal of management, economics and social sciences - Jersey City, NJ : [Verlag nicht ermittelbar], 2012, 4(2015), 2 vom: Juni, Seite 71-91
Übergeordnetes Werk:	volume:4 ; year:2015 ; number:2 ; month:06 ; pages:71-91

Links:	Volltext Volltext

Katalog-ID:	827468377

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spelling	10419/111494 hdl (DE-627)827468377 (DE-599)GBV827468377 DE-627 ger DE-627 rakwb eng L16 L32 jelc Survival and breakthrough a case study of evolutionary change in a state-owned enterprise Yun-Shi Liu; Chen-Kung Huang; Ching-Han Fang; Wei-Ya Tsai; June-Kune Chen 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies. Systemvoraussetzung: Acrobat Reader. Liu, Yun-shi oth Huang, Chen-kung oth Fang, Ching-han oth Tsai, Wei-ya oth Chen, June-kune oth In International journal of management, economics and social sciences Jersey City, NJ : [Verlag nicht ermittelbar], 2012 4(2015), 2 vom: Juni, Seite 71-91 Online-Ressource (DE-627)722150261 (DE-600)2678845-7 (DE-576)370468317 2304-1366 nnns volume:4 year:2015 number:2 month:06 pages:71-91 http://www.ijmess.com/showabstract.php?volume=volume-IV-2015&issue=issue-II-06-2015&ab=ab-3 Verlag Volltext http://hdl.handle.net/10419/111494 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 zbwolc20150726 AR 4 2015 2 6 71-91 26 01 0206 1546374280 z1k 16-06-15 26 00 DE-206 56 State-owned Enterprises 26 00 DE-206 56 organizational change and development 26 00 DE-206 56 evolutionary change 26 00 DE-206 56 change management 26 00 DE-206 56 Evolutionary change strategies
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allfieldsGer	10419/111494 hdl (DE-627)827468377 (DE-599)GBV827468377 DE-627 ger DE-627 rakwb eng L16 L32 jelc Survival and breakthrough a case study of evolutionary change in a state-owned enterprise Yun-Shi Liu; Chen-Kung Huang; Ching-Han Fang; Wei-Ya Tsai; June-Kune Chen 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies. Systemvoraussetzung: Acrobat Reader. Liu, Yun-shi oth Huang, Chen-kung oth Fang, Ching-han oth Tsai, Wei-ya oth Chen, June-kune oth In International journal of management, economics and social sciences Jersey City, NJ : [Verlag nicht ermittelbar], 2012 4(2015), 2 vom: Juni, Seite 71-91 Online-Ressource (DE-627)722150261 (DE-600)2678845-7 (DE-576)370468317 2304-1366 nnns volume:4 year:2015 number:2 month:06 pages:71-91 http://www.ijmess.com/showabstract.php?volume=volume-IV-2015&issue=issue-II-06-2015&ab=ab-3 Verlag Volltext http://hdl.handle.net/10419/111494 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 zbwolc20150726 AR 4 2015 2 6 71-91 26 01 0206 1546374280 z1k 16-06-15 26 00 DE-206 56 State-owned Enterprises 26 00 DE-206 56 organizational change and development 26 00 DE-206 56 evolutionary change 26 00 DE-206 56 change management 26 00 DE-206 56 Evolutionary change strategies
allfieldsSound	10419/111494 hdl (DE-627)827468377 (DE-599)GBV827468377 DE-627 ger DE-627 rakwb eng L16 L32 jelc Survival and breakthrough a case study of evolutionary change in a state-owned enterprise Yun-Shi Liu; Chen-Kung Huang; Ching-Han Fang; Wei-Ya Tsai; June-Kune Chen 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies. Systemvoraussetzung: Acrobat Reader. Liu, Yun-shi oth Huang, Chen-kung oth Fang, Ching-han oth Tsai, Wei-ya oth Chen, June-kune oth In International journal of management, economics and social sciences Jersey City, NJ : [Verlag nicht ermittelbar], 2012 4(2015), 2 vom: Juni, Seite 71-91 Online-Ressource (DE-627)722150261 (DE-600)2678845-7 (DE-576)370468317 2304-1366 nnns volume:4 year:2015 number:2 month:06 pages:71-91 http://www.ijmess.com/showabstract.php?volume=volume-IV-2015&issue=issue-II-06-2015&ab=ab-3 Verlag Volltext http://hdl.handle.net/10419/111494 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 zbwolc20150726 AR 4 2015 2 6 71-91 26 01 0206 1546374280 z1k 16-06-15 26 00 DE-206 56 State-owned Enterprises 26 00 DE-206 56 organizational change and development 26 00 DE-206 56 evolutionary change 26 00 DE-206 56 change management 26 00 DE-206 56 Evolutionary change strategies
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topic_title	L16 L32 jelc 26 00 DE-206 56 State-owned Enterprises 26 00 DE-206 56 organizational change and development 26 00 DE-206 56 evolutionary change 26 00 DE-206 56 change management 26 00 DE-206 56 Evolutionary change strategies Survival and breakthrough a case study of evolutionary change in a state-owned enterprise Yun-Shi Liu; Chen-Kung Huang; Ching-Han Fang; Wei-Ya Tsai; June-Kune Chen
topic	jelc L16 26 State-owned Enterprises 26 organizational change and development 26 evolutionary change 26 change management 26 Evolutionary change strategies
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title_full	Survival and breakthrough a case study of evolutionary change in a state-owned enterprise Yun-Shi Liu; Chen-Kung Huang; Ching-Han Fang; Wei-Ya Tsai; June-Kune Chen
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title_sub	a case study of evolutionary change in a state-owned enterprise
title_sort	survival and breakthrougha case study of evolutionary change in a state-owned enterprise
title_auth	Survival and breakthrough a case study of evolutionary change in a state-owned enterprise
abstract	This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies.
abstractGer	This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies.
abstract_unstemmed	This study examines the processes undertaken by a state-owned enterprise to overcome limitations and successfully reverse its decline through moderate, gradual and small-scale evolutionary change. This paper utilizes the "social process research model" to analyze and record organizational changes at Jiangnan Resort, and further observes strategic countermeasures employed to address crises and successful management of organizational change. Results from our study suggest that organizational evolutionary change strategies should include institutionalization strategies, development of marketing channels, festival event marketing, placement marketing, product packaging strategies, niche market segmentation, service quality enhancement, and manpower flexibility strategies. Key factors in change management include Total Quality Management (TQM), Management by Objective (MBO), organizational members understanding of urgency and need of change, gaining support through education and communication, employee empowerment and participation, and institutionalizing change. The resulting information can serve as a reference for future qualitative research and development of strategic concepts for organizations planning to adopt evolutionary change into their companies.
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title_short	Survival and breakthrough
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Survival and breakthrough : a case study of evolutionary change in a state-owned enterprise

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