The strategic importance of top management resistance:Extending Alfred D. Chandler

We investigate the role of top management resistance against bottom-up initiatives for strategic change. While resistance has been mostly considered leading to inertia and rigidity by maintaining a particular strategic path, some scholars make the counterintuitive point that resistance could also be a facilitator of change. In this essay, we argue that such a generative perspective of top management resistance has important implications for strategy research. To do so, we draw on Alfred D. Chandler’s historic account of the emergence of the M-form at DuPont at the beginning of the 20th century. Based on this case, we illustrate three generative mechanisms of top management resistance for strategic change: the reframing, restructuring and the recoupling of strategic initiatives. We build on these generative mechanisms in order to develop implications for future research

HRM in Israel: new challenges

This paper considers the development of HRM strategies and practices in Israel. It provides a comprehensive analysis of how Israeli firms deal with people-related issues and situations in a demanding and unique environment. Based on both an historical perspective and empirical findings, it depicts the development of HRM in Israel throughout its existence, up to its present state. The HRM function is examined in the light of the dynamics of economy, technology and the legal system. We employ examples from two different sectors (high technology and healthcare) to reflect the strategy and practice that characterize HRM in Israel. We end by portraying a projected future picture of people management in Israel