Success in Changing Environments Strategies and Key Influencing Factors [Paperback]

Manuela Stoll focuses on two strategies to address change: adapting to change and creating change. Using a large-scale survey among top executives of manufacturing firms in Germany, she evaluates the importance of a range of resources, competences, and isolating mechanisms (shields against imitation) for the success of these strategies. She shows that adapting to change has an important effect on firm performance and is mainly influenced by a firms industry foresight abilities. She also illustrates how these abilities can be strengthened.Requirements for a theory in light of the research objectiveComparison of important economic theoriesThe resource-based view: Main elements and causal relationshipsThe resource-based view: Critique and potential for advancementsStrategies to deal with changeContingency of strategies on internal and external factorsDr. Manuela Stoll promovierte bei Prof. Dr. Utz Sch?ffer am Lehrstuhl f?r Controlling der European Business School, Oestrich-Winkel. Sie ist in den Bereichen Risikomanagement und Konsumg?ter bei McKinsey & Company t?tig.To ensure their long-term survival and prosperity, many industries have to deal with increasingly dynamic and complex environments. Due to this situation, they are confronted with major challenges.

Manuela Stoll investigates why some firms cope with change successfully, while others do not. She focuses on two strategies to address change: adapting to change and creating change. Using a large-scale survey among top executives of manufacturing firms in Germany, she evaluates the importance of a range of resources, competences, and isolating mechanisms (shields against imitation) for the success of these strategies. The results show that adapting to change has an important effect on firm performance and is mainly influenced by a firms industry foresight abilities. A separate analysis illustrates how these abilities can be strengthened.
To ensure their long-term survival anlÌ