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Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration: Study in Croatia

Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration: Study in Croatia

Lovorka Galetic, Najla Podrug, Domagoj Hruska
Copyright: © 2010 |Pages: 20
ISBN13: 9781605669960|ISBN10: 1605669962|EISBN13: 9781605669977
DOI: 10.4018/978-1-60566-996-0.ch010
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MLA

Galetic, Lovorka, et al. "Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration: Study in Croatia." Pervasive Computing for Business: Trends and Applications, edited by Varuna Godara, IGI Global, 2010, pp. 130-149. https://doi.org/10.4018/978-1-60566-996-0.ch010

APA

Galetic, L., Podrug, N., & Hruska, D. (2010). Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration: Study in Croatia. In V. Godara (Ed.), Pervasive Computing for Business: Trends and Applications (pp. 130-149). IGI Global. https://doi.org/10.4018/978-1-60566-996-0.ch010

Chicago

Galetic, Lovorka, Najla Podrug, and Domagoj Hruska. "Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration: Study in Croatia." In Pervasive Computing for Business: Trends and Applications, edited by Varuna Godara, 130-149. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-996-0.ch010

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Abstract

This chapter investigates technology adaptation in Croatian companies in connection to organizational changes. Furthermore, this chapter investigates how levels of ownership concentration in Croatian companies form patterns of organizational change. Organizational change is conceptualized as changes in technology, organizational structure, organizational culture, strategy, changes in employees’ structure and changes in products and services. The above-mentioned patters of organizational change are analyzed in terms of their frequency and effects on corporate performance. In this empirical analysis, the authors take in consideration three forms of organizational control: (1) control by one dominant shareholder; (2) control by coalition of several large blockholders and (3) managerial control. Each type of control corresponds with ownership concentration measured with percentage of capital held by the largest shareholder. This chapter observes how different levels of ownership concentration and control influence determinants of organizational change.

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