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This paper details the results and managerial implications from four case studies, which examine how the environmental adaptation process (EAP) is managed within business‐to‐business relationships. The research uses models of supplier–customer interaction and inter‐organization cooperation in order to explore inter‐firm relationships and the process of adaptation. The research findings show that either party might pursue adaptations and also establishes features of the process itself as well as identifying factors that can facilitate or hinder the introduction of environmental changes. Arriving at a satisfactory outcome to the adaptation process can be determined by individual company and relationship characteristics, as well as the behaviour and experience of those managers involved in the process. Guidelines for the management of the process of environmental adaptation are proposed. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment 相似文献
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Projects of Organisation Learning (OL) are designed to facilitate a change in an organisation's ability to engage or construct their futures. However, OL remains difficult to explain and operationalise. Traditional views of Organisational Learning, by relying on implicit views of individual learning, distort the importance of the social/cultural context of learning. A Communities of Practice perspective is used to focus on locally negotiated and situated meanings in the context of the practice of valued work. A narrative approach is employed to access the values of a group of advisers required to learn and change according to the requirements of a central government department. The findings show a pattern of values not entirely disconnected from the requirements for change. However, by relying on the assumption of the diffusion of change, a change agent was unable to gain the acceptance of advisers to the requirements. It is suggested that future thinking about OL and change need to examine how talk is used to make new realities with others. 相似文献
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John Stuart 《Tourism Management》1986,7(4)
Scotland's tourism product has its own national identity which is derived from the distinctive character of the country's climate, culture, tradition, and industrial and social history. In this report John Stuart, Director of External Relations at the Scottish Tourist Board, describes the new techniques that have been devised to manage the tourism industry in Scotland and promote its product in the UK and overseas. 相似文献
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