Cultural and Environmental Resistance Barriers
Underpinned by an updated mission and a compelling new vision, the Transformation Agenda comprised seven strategic change objectives that potentially would have significant impact on the financial and professional well-being of the company’s partners, customers, and shareholders as well as its leaders (Schultz, 2011; Zegler, 2010). Successful implementation of the desired changes, therefore, depended foremost on the acceptance and support of these important constituencies (Koehn et al., 2008). However, given the recent deterioration in company performance amid increasingly desperate economic conditions and the escalating internal stress from store closings and layoffs (“DATAMONITOR: Starbucks Corporation,” 2011), such acceptance and support appeared highly unlikely. Thus, Starbucks leadership team diligently applied their knowledge and skills as well as those of recognized exte...
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...s Corporation SWOT Analysis, 1-12.
Koehn, N., Besharov, M., & Miller, K. (2008). Starbucks Coffee Company in the 21st century. Boston, MA: Harvard Business School Publishing. Retrieved from http://custom.hbsp.com/b02/en/implicit/viewFileNavBeanImplicit.jhtml?_requestid=36673
Kotter, J., & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business Review. Retrieved from http://hbr.harvardbusiness.org/2008/07/choosing-strategies-for-change/ar/1
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York: McGraw-Hill/Irwin.
Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York: Rodale.
Zegler, J. (2010, June). New initiatives expand Starbuck’s reach. Beverage Industry 101(18), 62. Retrieved January 25, 2012, from ABI/INFORM Trade & Industry.
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