Authors: Hadi Ahmadi; Ruth McKay; Steven A. Murphy
Addresses: Zarif Polymer Co., P.O. Box 81655-779 Feiz post office, Esfahan. Iran ' Sprott School of Business, Carleton University, 1125 Colonel By Drive, Ottawa, Ontario, K1S 5B6, Canada ' Sprott School of Business, Carleton University, 1125 Colonel By Drive, Ottawa, Ontario, K1S 5B6, Canada
Abstract: This case follows the experience of an Iranian small business owner facing changing environmental forces. The most notable forces of change are the Iranian economy and policies, internal/external Iranian politics and global competition and relations. In order to save the organisation the owner decides to downsize and decentralise aspects of managing the organisation. These changes are initially unpopular and culturally sensitive. Eventually, the owner succeeds with the changes and gains employee and management support.
Keywords: downsizing; emerging markets; entrepreneurship; organisational theory; leadership; Iran; culture; necessity; business owners; changing forces; environmental forces; small and medium-sized enterprises; SMEs; economy; economic policies; internal politics; external politics; China; global competition; global relations; managerial decentralisation; culturally sensitive changes; employee support; management support; globalisation.
International Journal of Business and Globalisation, 2013 Vol.10 No.1, pp.86 - 103
Published online: 31 Jan 2013 *Full-text access for editors Access for subscribers Purchase this article Comment on this article