Summary
Contents
This volume addresses key issues in organizational behavior and human resource management in a variety of European organizations. Covering select case-studies that are longer and richer than is typical, Organizational Behavior and Change in Europe captures the realistic breadth and complexity that exists in organizations that are changing, developing, and internationalizing at a rapid pace. This thorough approach allows the reader to locate organizational behavior or human research management themes in the context of the broader market and other issues facing the organizations concerned, as well as facilitating teaching and learning in a variety of ways, using a variety of theoretical frameworks. The cases discussed reflect sensitivity to the impact of different cultures on problems, and illustrate likely approaches and solutions to them. Topics covered include managing growth and “Europeanization”; managing decline and crisis; transforming cultures; and organizational design, leadership, autonomy, and control. This stimulating case-study volume addresses key issues in organizational behavior, organizational change, and human resource management in a range of European organizations, including international companies based in Europe.
Italdata Italiana: Learning from the Chaos: The Irrational in Organizational Change
Italdata Italiana: Learning from the Chaos: The Irrational in Organizational Change
In 1990, Italdata Italiana was one of the largest Italian software companies. During the late 1980s, it had impressive growth both in sales and employees. However, the company realized that its ad hoc, poorly organized structure was badly strained by its growth. Therefore, in 1989 Italdata developed a quasi multi-divisional organization built around its markets, products and clients. This required merging internal units as well as wholly or partially owned subsidiaries. New competencies were needed to manage the company, so employees were hired from other firms, notably from a large computer hardware company. This caused conflict between former employees and the new recruits. It ...
