company for $1 billion. Findings – Strategy can be diverted or altered by managers lower down the organization in a counter … strategy process. This is consistent with Dalton where managers lower down the organization adapt and change strategy to make … strategies within an organization in practice. This enables organizations to reconsider how they engage managers beyond the …

positions within an organization, as described in a case study. Findings – By not including the voice of the middle managers …

quality management (TQM) in Poland and the way in which it impacted on identity of Polish managers. Design … emergence of a new post‐transition generation of managers in Poland. The paper argues that a complex combination of contextual … Polish managers and to the emergence of a new post‐transition generation of managers in Poland. Originality/value – This …

implications – This paper may help managers, as important consumers of fashionable ideas, to better understand how elements of …

questions were carefully constructed and answered by top managers according to a four‐point scale. The three hypotheses were …'s distance. Firms implement incremental changes when top managers use either short‐ or long‐distance analogies within the … strategic formulation process, whereas radical changes are implemented when top managers apply medium‐distance analogies …

experience of those involved in mergers – particularly expatriate managers. Second, the rhetoric of synergy operates not only in … part of the managers' visuals (gates, perimeter walls, signals, roads, water tanks), creating a synergetic world that is … organizational representation and practices of expatriate managers – particularly those involved in mergers, acquisitions and …

managers, and the distinction is an important one.  …

, i.e. a “manager′s model”. Secondly, the model′s focus is concerned with how a manager can go about initiating a “change …