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Product Description Wie knnen Unternehmen in einem turbulenten Wirtschaftsumfeld wettbewerbsfhig bleiben? Zentrale Autoren sind sich einig: Es ist oftmals eine Vernderung in der strategischen Ausrichtung von Nten! Nun wird aber von eben diesen Autoren darauf hingewiesen, dass etwa 70% aller strategischer Vernderungen der so genannten Wandelprogramme scheitern. Doch worin liegt diese eklatante Fehlerquote begrndet? Bei Durchforstung der relevanten Literatur zur Identifikation der schwerwiegendsten Fehler von misslungenen Wandelprogrammen stt der interessierte Leser immer wieder auf Schlagwrter wie: mangelnde Partizipation, mangelndes Commitment der Betroffenen, mangelnde Untersttzung der Fhrungskrfte und unklare Zieldefinitionen, etc. Mit der vorliegenden Arbeit soll nun die Frage geklrt werden, welchen Beitrag Stakeholdermanagement zur optimalen Gestaltung strategischen Wandels leisten kann. Oder anders formuliert: Ist ein Unternehmen durch den Einsatz von Stakeholdermanagement in der Lage die Fehlerquote von 70% zu minimieren. Um diese Frage beantworten zu knnen, werden im ersten Schritt die dabei relevanten Felder der beiden Managementdisziplinen "Stakeholdermanagement" und "Change Management" theoretisch dargestellt, um sie in einem zweiten Schritt anhand des "change kaleidoscope"Modells von Balogun/Hailey (2004) integrativ zu verbinden. About the Author Patrick Moser, Mag. rer. soc. oec. Studium der Wirtschaftswissenschaften an der Johannes Kepler Universitt Linz (A) und der FernUniversitt Hagen (D) mit den Schwerpunkten Strategisches Management, Personalwirtschaft und Dienstleistungsmanagement. Abschluss 2007 als Magister der Sozial und Wirtschaftswissenschaften.
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