Marks & Spencer dominates the retailing industry in Britain. Yet the future of the firm is by no means secure. International expansion into Canada and Europe during the 1970s had disappointing results, and the UK industry is undergoing deep structural and competitive changes. Case (A) describes the business and social culture of the firm and its development over the past 100 years, inviting analysis of why this firm has been successful. It then outlines the failure of the international diversification. The case is set in 1984, when the first non-family, non-Jewish executive took over the Chairmanship.
To offer a vehicle for the analysis of organisational culture To focus on how change in corporate culture can be managed in a planned or evolutionary way
- ORGANISATIONAL CULTURE
- MANAGEMENT OF ORGANISATIONAL CHANGE
- INTERNATIONAL STRATEGIES
- MANAGEMENT OF INNOVATION
- HUMAN RELATIONS
- ORGANISATIONAL VALUES
- ORGANISATIONAL EFFECTIVENESS
- ORGANISATIONAL ADAPTATION
