Considers aspects of change in large retail organizations. Debates the apparent dilemma posed, on the one hand, by the opportunities for using information technology to improve efficiency and centralize decision making, and, on the other hand, the case being argued by a umber of management...

Reinforces the argument that strategic and competitive success demands competence at three levels: content, change and learning. Notes that to achieve this, organizations must draw on a range of generic competences and develop an appropriate mix and measure, and that if they can achieve this...

Looking at organizational decision and choices in the 1990s, it is tempting to conclude that we live in an era of focus and downsizing. The time of the conglomerate has passed. Downsizing can always be justified to improve efficiency, but only if it is really rightsizing to prepare a strong base...