Strategic and Organizational Change (eBook, PDF)
From Production to Retailing in UK Brewing 1950-1990
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The brewing industry, through its network of public houses, has a profound impact on the lives of much of the population of United Kingdom. Exploring the shaping of this industry in the years from 1950-1990, this book shows how it has moved from being largely concerned with the technical issues of production to being a key part of the retail industries.Drawing from theoretical traditions such as critical realism and new institutionalism, Strategic and Organizational Change demonstrates the considerable differences between major companies in the industry and the ways in which they have adopted ...
The brewing industry, through its network of public houses, has a profound impact on the lives of much of the population of United Kingdom. Exploring the shaping of this industry in the years from 1950-1990, this book shows how it has moved from being largely concerned with the technical issues of production to being a key part of the retail industries.
Drawing from theoretical traditions such as critical realism and new institutionalism, Strategic and Organizational Change demonstrates the considerable differences between major companies in the industry and the ways in which they have adopted a retailing approach. At the heart of the book is an exploration of the relationship between managerial choice and the structural constraints and opportunities in which that choice was exercised.
Providing a new model of how history can inform the analysis of organizational strategy, the book draws on extensive archival material and adopts a far more historical approach than previous accounts of the area. Above all, Alistair Mutch presents a fascinating story of change in an industry which is taken for granted, but whose actions affect, for good or ill, the lives of millions.
Drawing from theoretical traditions such as critical realism and new institutionalism, Strategic and Organizational Change demonstrates the considerable differences between major companies in the industry and the ways in which they have adopted a retailing approach. At the heart of the book is an exploration of the relationship between managerial choice and the structural constraints and opportunities in which that choice was exercised.
Providing a new model of how history can inform the analysis of organizational strategy, the book draws on extensive archival material and adopts a far more historical approach than previous accounts of the area. Above all, Alistair Mutch presents a fascinating story of change in an industry which is taken for granted, but whose actions affect, for good or ill, the lives of millions.
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