Escaping the identity trap

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<rdf:Description>
<dc:creator>Bouchikhi, Hamid</dc:creator>
<dc:creator>Kimberly, John R.</dc:creator>
<dc:date>2003-03-21</dc:date>
<dc:description xml:lang="es">Organizations, like people, have essential natures defined by they formative experiences, their beliefs, their knowledge bases and their core competences. Attempts at change that are in conflict with this core identity are often domed to failure. Managers can learn to recognize such conflicts and initiate identity change to make their companies more adaptive. </dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/55812.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Cultura empresarial</dc:subject>
<dc:subject xml:lang="es">Cambio estratégico</dc:subject>
<dc:subject xml:lang="es">Beneficios empresariales</dc:subject>
<dc:subject xml:lang="es">Actitud de los trabajadores</dc:subject>
<dc:subject xml:lang="es">Casos prácticos</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Escaping the identity trap</dc:title>
<dc:title xml:lang="es">Título: Sloan management review</dc:title>
<dc:relation xml:lang="es">En: Sloan management review. - Boulder. - Spring 2003 ; p. 20-26</dc:relation>
</rdf:Description>
</rdf:RDF>