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International Journal of Strategic Change Management
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International Journal of Strategic Change Management (4 papers in press)
Organisational strategy making and first-line manager challenges: A building and dwelling perspective by Åge Svein Gjøsæter, Oyvin Kyvik Abstract: This study explores challenges confronted by first-line managers as strategy-makers within organisational frontline contexts, referred to as sites where customers and clients as end-users are served on a day-to-day basis. In the study, Heideggerian building and dwelling perspectives are used as conceptual foundations. A building perspective implies deliberate strategy making based on goals usually determined by upper-level management. From a dwelling perspective on the other hand, strategy making is conducted non-deliberately by actors immersed in a relationally constituted nexus of social activity, as practical coping. Challenges confronted by first-line
managers as strategy-makers within organisational frontline contexts as dwelling contexts are discussed, and implications for organisational strategy making as well as for the education of strategy-makers are elaborated Keywords: strategy making; first-line managers; organisational frontlines; Heideggerian building and dwelling perspectives; practical coping; management. DOI: 10.1504/IJSCM.2019.10024470
Is a Cooperation of Latvian Forest Owners a Viable Strategic Choice? Exploring a Collaborative Competitive Advantage by Andrejs Cirjevskis, Aiga Grasmane Abstract: Latvia was one of the rare countries in Europe where forest owners cooperation was not developed. The empirical study aims to investigate internal and external settings (micro-foundations) that underpin the commercial viability of cooperative strategies of the Latvian forest owners. There have been three primary data collection methods in research: interviewing of experts of the Latvian forest industry, administering questionnaires among private forest experts, direct observation, and archival research. Our research result illustrates that the most interested group of forest owners in cooperation is the one that owns 2050 ha forest and constitutes 26% of the private forest area; thus, it provides a good potential for forest owners cooperative (FOC) development in Latvia. Research findings show that FOCs have opportunities to build their collaborative competitive advantage through better exploiting their resources and developing new capabilities to capture more economic rent. Keywords: cooperative strategy; collaborative competitive advantage; forest owners’ cooperation; commercial viability; micro-foundations. DOI: 10.1504/IJSCM.2019.10025401
The Impact of Organic Transformation: Strategies and Innovative Ideas towards Profitability - A case of Hathikuli Tea Estate by Tripti Paul, Sandeep Mondal Abstract: Tea has occupied an important place in Indias economy for the last
several decades. But in the recent time, Indias contribution to global tea production and exports are trailing behind. The study examined how an ordinary tea estate becomes sustainable at the same time increase the production of high-quality tea and captures the global market as well. The purpose of this paper is to study the operational challenges that a Tea garden faces during the organic transformation, and comprehend the benefit of the organic transformation of a Tea Estate with reference to the outstanding practices and innovative business ideas of Hathikuli Tea Estate. The paper reveals that, by bearing a huge loss, Hathikuli Tea Estate transformed into a sustainable organic Tea garden, not only to capture the premium market of organic Tea but also to dedicate efforts towards conservation of nature and provide the eco-friendly working environment. At the same time, the Estate become profitable by introducing innovative ideas such as grow multiple products using the same resources, develop optimism Tea Supply Chain to sell the organic Tea by inventing Tea Boutique concept. The study includes a two-year detailed analysis of various Tea Estates in Assam including Hathikuli Tea Estate. Therefore, the study offers practitioners with a concise and pragmatic approach towards strategic decision making for organic
transformation of a tea estate. Keywords: organic transformation; organisational strategy; tea estate; tea supply chain; organic tea. DOI: 10.1504/IJSCM.2019.10025807
Adopting a grounded theory approach for managing corporate culture change by Maryam Ebrahimi Abstract: Since cultural change can be easily conceptualised as a social process, it is intuitively logical to use the grounded theory (GT) methodology to study organisational culture change. Providing a model of organisational culture change management in the National Petrochemical Company (NPC) was the purpose of the present study. This company is a large corporation which was split into smaller separate corporations. It is managed under new vision, mission, and leadership. The concepts and categories, in open coding, were obtained by breaking up the data collected from five employees. Then, in axial coding, they shaped the paradigm model in which the phenomenon is managing corporate cultural change. The components of the desired culture as the result of the model were innovation, humanism, goal orientation, and social responsibility. Finally, five theories of the core category that aggregates all
categories were presented in selective coding. Keywords: grounded theory methodology; organisational culture; culture change; paradigm model; change management. DOI: 10.1504/IJSCM.2021.10037034