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Title: Shapes of organizational change: the case of Heineken Inc.
Author(s): Beugelsdijk, S. ; Slangen, A.H.L.; Herpen, M.F.M. van
Publication year: 2002
Source: Journal of Organizational Change Management, vol. 15, iss. 3, (2002), pp. 311-326
Number of Pages: 16 p.
ISSN: 0953-4814
DOI: https://doi.org/10.1108/09534810210429336
Publication type: Article / Letter to editor

Please use this identifier to cite or link to this item : https://hdl.handle.net/2066/138607   https://hdl.handle.net/2066/138607

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Subject: NON-RU research
Onderzoek niet-RU
Organization: Economische theorie en economisch beleid
Journal title:
Journal of Organizational Change Management
Volume: vol. 15
Issue: iss. 3
Page start: p. 311
Page end: p. 326
Abstract:
This paper is based on the punctuated equilibrium model of organizational change. We argue that there are multiple ways in which organizational change takes place. More in particular, by looking at the interaction between the two types of organizational change (radical and incremental), we identify two shapes of organizational change. We illustrate this by means of a case study of a large, Dutch beer‐brewing company. The study focuses on a major change in the distribution system of beer and a period of structural inertia, caused by long CEO tenure. The problems associated with the subsequent CEO succession and the different levels of management that interact in these change processes are also discussed. This leads to the identification of a number of drivers and determinants of shapes of organizational change.

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