This paper reports a case study of three Scottish companies which have undergone a series of extensive organizational and managerial changes in order to turn around their fortune. Imported foreign policies and practices have played an important role in their turn around. The paper discusses the process of reorganization and the extent to which these companies had to modify some of the imported ideas in order to make them workable. The study shows that leadership style and certain other organizational characteristics have played an important role in the implementation of foreign models in these companies.
|Number of pages||16|
|Journal||International Journal of Human Resource Management|
|Publication status||Published - Oct 1999|
- Cross-border transfer
- Leadership style
- Management practices
- National culture