The study of product development as the core in transforming medium Literature review

The study of harvest-time development as the core in transforming medium size businesses into large multi-national companies - Literature review ExampleSix distinguishable theoretical frameworks have been formulated to explain organizational transformation. They include life cycle, evolutionary, dialectical, teleological, social cognition and heathen approaches to change.Evolutionary models include social evolutionary and biological models. Here it is assumed that situational variables, circumstances and environment confront by each organization determine the change in each organization. Here actually footling role is given to people in determining the direction of change and change is considered as very slow dish.The later version of these models assume managers having ability to respond and anticipate changes.Based on this theory, mergers are considered as a form of organizational transformation to respond to forces outside an organization.Through mergers, there can be overal l change in the organizational structure of an existing corporation in a arise product market as a part of its dissolving cistron strategy to survive in the industry. This happens when the results of the outgoing investment decisions will not be able to produce assets or resources that can finance the activities. Thus, the process of mergers and acquisitions involves the reduction in the resources as a part of the reallocation to new growth areas. In the persona of mergers, the firms receive a surplus than they obtain individually through the economies of scale. This surplus increases when the product demand is exalted and falls when it is low. ... Thus, the process of mergers and acquisitions involves the reduction in the resources as a part of the reallocation to new growth areas. In the case of mergers, the firms receive a surplus than they obtain individually through the economies of scale. This surplus increases when the product demand is high and falls when it is low (L ambrecht and Myers, 2004). In addition to these, during the economic downturns, the unproductive assets existing necessitate to be sold off to shareholders. The hesitancy of the management in doing so results in coup activities (Maksimovic and Phillips, 2000).The takeover results in selling the unproductive assets to the acquirer of the firm and thereby reaching the proceeds of the takeovers to the shareholders. Thus mergers result in cost savings and revenue enhancement. The main criticisms of the evolutionary models include their base on numeral field and not tender fields, failure to explain change as a social phenomena, obstacle in linking environmental and organizational variables, etc(Collins,1998). The teleological models see change as the phenomenon resulting from the leaders perception of demand to change. Here change is assumed to be dependent on internal decisions in accompany sooner of external changes. This model gives the central role to leader and considers lea der as a rational agent and change is explained on the basis of scientific management tools. Thus these models are considered as more human than the evolutionary models (Brill and Worth, 1997). This theory focuses on the need for leaders to motivate the followers rather than imposing their conduct on followers (Trice and Beyer,