Change Management in Transition Economies: Integration Corporate Strategy, Structure and Culture. Palgrave-Macmillan, Houndsmill

Article excerpt

Stüting, H.-J./Dorow, W./Claassen, F./Blazejewski, S. (eds) (2003): Change management in transition economies: Integration corporate strategy, structure and culture. Palgrave-Macmillan, Houndsmill

The book is a sample of 16 articles dealing with different aspects of change management in transition economies. It is based on three main topics:

* The political amd economic conditions and constraints, with special reference to Poland

* A case study on strategic management change in Beiersdorf-Poznan

* Different concepts of strategic concepts of strategic apporaches towards organisational change including aspects of entry strategies, marketing strategies, investment strategies, leadership and HRM, changing rules and organisational identities, mainly in Polish enterprises.

The book starts surprisingly with claim on the part of the editors that "less has been written about management challenges and the problems of changing state owned enterprises...". After 8 years of JEEMS, and a lot of special issues having been published in several journals such as Organisation Studies, International Studies on Management and Organisation, Journal of World Business and also a lot of books in this field, e.g. Johnson/Loveman's 1994 book on Poland or others as Edwards/Lawrence and Clark/Soulsby, who all have addressed the management strategies and changes in transforming societies, one would expect a more precise definition of the special contribution of the book.

The first part of the book is devoted to a description of the environment in CEE countries but mainly with a focus on Poland. A lot of statistics concerning the development of the economy, the Polish-German relations and the process of privatisation are presented. The latter gives quite a good overview about the Polish way of privatisation and restructuring. More interesting a nd close to the topic are the contributions of Brada and Martin. They claim a path dependency in the restructuring process respective of some continuities in the system of employment and industrial relation, but also specific aspects of a Polish shape and towards the Western modernity.

The Beiersdorf case in the second part delivers in a comprehensive and complex form a very interesting description of the process of strategic change prcess in a CEE enterprise influenced by a mother company. …