Abstract
In response to recent changes in the defence market, many UK companies have undertaken major reviews of their corporate strategy. This article examines the relationship between this strategic change and management change by analysing data derived from a survey of defence firms in the defence-dependent region of south-west England. The results indicate that strategic change has been strongly associated with management change. Large, highly defence-dependent companies are particularly likely to have been involved in management change. However, there is no conclusive evidence that management change has improved company performance. Management change should hence be planned with care and not viewed as a panacea for improved performance.
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