An ODD reaction to strategy failure in America`s (once) largest telco
By: MULLER, Amy
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Contributor(s): VALIKANGAS, Liisa.
Material type: 
ArticlePublisher: European School of Management, Subject(s): Administração de Empresas | Estratégia | Telecomunicações | Regulação | 1European Management Journal v.21 n.1 2003, p. pp.109-118Abstract: This is a real story about how a group of highly innovative and highly committed employees sought to rescue a failing telecom giant while they thought AT&T still had its chance. The signs of radical change in the telecom industry were in the air. The management did not seem to be able to come to terms with industry deregulation, the Internet, or the declining revenues from long-distance telephony. The group`s reaction to emerging strategy failure, described in detail in this article, was more than an effort to create new strategy: it was motivated by the need to find meaning beyond the often irrational corporate realities they were faced with. It was an effort to stay sane in strategically mad(dening) times. For a corporate activist, this is a manual in corporate revolution. Perhaps you can learn from the activist within AT&T so that you will outlive them in the corporate struggle for survival. This is thus a how-to-do about the tricks of trade in activism but it is also a document of pitfalls in claiming strategy as everyone`s right and responsibility
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This is a real story about how a group of highly innovative and highly committed employees sought to rescue a failing telecom giant while they thought AT&T still had its chance. The signs of radical change in the telecom industry were in the air. The management did not seem to be able to come to terms with industry deregulation, the Internet, or the declining revenues from long-distance telephony. The group`s reaction to emerging strategy failure, described in detail in this article, was more than an effort to create new strategy: it was motivated by the need to find meaning beyond the often irrational corporate realities they were faced with. It was an effort to stay sane in strategically mad(dening) times. For a corporate activist, this is a manual in corporate revolution. Perhaps you can learn from the activist within AT&T so that you will outlive them in the corporate struggle for survival. This is thus a how-to-do about the tricks of trade in activism but it is also a document of pitfalls in claiming strategy as everyone`s right and responsibility
v.21 n.1 2003
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