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.

SR-Bank: From Regulated Shelter to Deregulated Storm

SR-Bank: From Regulated Shelter to Deregulated Storm
SR-Bank: From regulated shelter to deregulated storm
MartinGjelsvik and OddNordhaug

This case is about a savings bank which was suddenly confronted with a crucial turnaround challenge caused by profound changes in its external environment. These changes were induced by the authorities’ deregulation and liberalization of financial markets that swiftly and radically altered the competitive conditions and rules of the game in the banking industry. In order to cope with this challenge, a comprehensive organizational development project was introduced in order to create a learning-based turnaround of the way of doing banking business. The chief goal of the project was to transform the bank's employees and work teams from being passive ‘order takers’ to becoming active ‘sales people’.

It is hence a ...

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