Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft

Markus Reihlen; Sascha Albers; Tuulia Kewitz

doi:10.5771/0935-9915-2009-2-209

Contents
- Chapter Expand | CollapseAuthorsPage
- 111–114 Titelei/Inhaltsverzeichnis 111–114
- 115–116 Introduction to the Special Issue Management of Change Sigrid Bekmeier-Feuerhahn, Albert Martin, Ursula Weisenfeld Sigrid Bekmeier-Feuerhahn, Albert Martin, Ursula Weisenfeld 115–116
- 117–125 Mechanisms of Change Albert Martin, Ursula Weisenfeld, Sigrid Bekmeier-Feuerhahn Albert Martin, Ursula Weisenfeld, Sigrid Bekmeier-Feuerhahn 117–125
- 126–137 Mechanisms of Teleological Change Sigrid Bekmeier-Feuerhahn Sigrid Bekmeier-Feuerhahn 126–137
- 138–148 Serendipity as a Mechanism of Change and its Potential for Explaining Change Processes Ursula Weisenfeld Ursula Weisenfeld 138–148
- 149–157 Mechanisms of Dialectical Change Albert Martin Albert Martin 149–157
- 158–175 Leading and Managing Organizational Change Initiatives Claudia Peus, Dieter Frey, Marit Gerkhardt, Peter Fischer, Eva Traut-Mattausch Claudia Peus, Dieter Frey, Marit Gerkhardt, Peter Fischer, Eva Traut-Mattausch 158–175
- 176–189 Change Management of Socially Relevant Habits Gerold Behrens, Maria Neumaier Gerold Behrens, Maria Neumaier 176–189
- 190–208 Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories Jürgen Deeg Jürgen Deeg 190–208
- 209–233 Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft Markus Reihlen, Sascha Albers, Tuulia Kewitz Markus Reihlen, Sascha Albers, Tuulia Kewitz 209–233
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mrev management revue , page 209 - 233

Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft

Autoren

Markus Reihlen Sascha Albers Tuulia Kewitz

DOI
- doi.org/10.5771/0935-9915-2009-2-209
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

Building on Hinings and Greenwood’s (1988) concept for the explanation of strategic change processes, this paper examines the organizational transformations in the internationalization process of Deutsche Treuhand-Gesellschaft. We identify three archetypes of the international organization of DTG/KPMG, which developed from a correspondent network via an international federal network organization to become a global advisory firm, undergoing various stages of transition, de-coupling and re-orientation. Our analysis (a) provides an in-depth understanding of the longitudinal and contextual character of internationalization as a strategic change process of one of the most prominent international accounting firms with a European origin and (b) contributes to a rapprochement of strategic change and internationalization literatures.
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