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Leveraging a crisis to initiate organizational identity change

Stalenhoef, Thijs (2020) Leveraging a crisis to initiate organizational identity change.

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Abstract:During a crisis an organization needs to be adaptive to survive. A part of that adaption comes in the form of identity change. To find abstract, transferable strategic decisions this paper analyses a case organization’s strategic decision-making process through the aftermath of a global financial crisis. As a consequence of the financial crisis the company was nationalized. The qualitative process analysis is based on public corporate documents, news-articles and interviews. From these documents a timeline is created describing the major events that occur over the timespan that the study covers. From that timeline several strategic policies are identified Using an effect-based categorization method. The result of the good strategic decision making of the case company led the case company back to the stock exchange. By using existing theoretical frameworks, the data is grounded, and a concise list of strategic priorities is created. There is imperative to further study other companies’ strategic decision making over the same time period for reasons of performative comparisons or to garner a deeper understanding of the effective strategic business decisions.
Item Type:Essay (Bachelor)
a.s.r., Utrecht, Netherlands
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
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