The Role and Relevance of Management Cultures in the Organizational Transformation Process

Abstract

This article presents an empirical analysis of the impact of management models on the organizational change processes of formerly state-operated East German enterprises. Employing the grounded-theory methodology, the study elicited an empirical typology of management models from a sample of sixty-four East German organizations. The typology of binational, emergent, and received management models not only reflects variations in the decision makers’ appreciation of cultural influences on the management of change but also the models’implications for the success of the change process.