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CONTEXT AND ACTION IN THE TRANSFORMATION OF THE FIRM

1987; Wiley; Volume: 24; Issue: 6 Linguagem: Inglês

10.1111/j.1467-6486.1987.tb00467.x

1467-6486

Andrew Pettigrew,

Family Business Performance and Succession

Journal of Management StudiesVolume 24, Issue 6 p. 649-670 Free Access CONTEXT AND ACTION IN THE TRANSFORMATION OF THE FIRM Andrew M. Pettigrew, Corresponding Author Andrew M. Pettigrew Director, Centre for Corporate Strategy and Change, University of WarwickAddress for reprints: Professor Andrew Pettigrew, Centre for Corporate Strategy and Change, University of Warwick, Coventry CV4 7AL.Search for more papers by this author Andrew M. Pettigrew, Corresponding Author Andrew M. Pettigrew Director, Centre for Corporate Strategy and Change, University of WarwickAddress for reprints: Professor Andrew Pettigrew, Centre for Corporate Strategy and Change, University of Warwick, Coventry CV4 7AL.Search for more papers by this author First published: November 1987 https://doi.org/10.1111/j.1467-6486.1987.tb00467.xCitations: 773AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL REFERENCES Allaire, Y. and Firsirotu, M. (1985). ' How to implement radical strategies in large organizations. Sloan Management Review, Spring, 19–33. Andrews, K. (1971). 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