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.

Kogen ÖSterreich: Identity Lost

Kogen Österreich: Identity lost

Kogen Österreich is the third largest grocery retailer in Austria. With more than 1000 outlets it has a market share of about 15%. As a consumer co-operative created in 1856, it has a rich and specifically normative-ideological history. Today, Kogen Österreich is an organization with production units, warehouses, department stores, retail outlets, a staff of 15,000, and some 750,000 members. These members own Kogen Österreich but have more or less no voice. In addition, the original reason for the existence of Kogen Österreich has faded out. A new mission which could carry the organization has not yet been found.

Originally Kogen Österreich was able to accumulate considerable wealth. But during the last 15 years, there have been continuous operational ...

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