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dc.contributor.authorRoberts, Nancy C.
dc.date.accessioned2017-05-20T05:19:42Z
dc.date.available2017-05-20T05:19:42Z
dc.date.issued1998
dc.identifier.citationRoberts, N.C. “Radical Change by Entrepreneurial Design.” Acquisition Review Quarterly, Special Issue on Managing Radical Change. v.5 (2), 1998:107-127.en_US
dc.identifier.urihttp://hdl.handle.net/10945/53395
dc.description.abstractThis article offers a conceptual framework to understand radical change. It opens with a typology that defines change in terms of its pace and scope, and defines radical change as the swift transformation of an entire system. How radical change in public policy has occurred in the past is then documented. We find examples of radical change by chance, radical change by consensus, radical change by learning, and radical change by entrepreneurial design. Radical change by entrepreneurial design then becomes the focal point, in order to acquaint the reader with the strategies and tactics of well-known entrepreneurs who have been successful in molding and shaping the radical change process. The implications of this conceptual framework to acquisition reform conclude the paper, along with some suggestions for follow-on action.
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleRadical Change by Entrepreneurial Designen_US
dc.typeArticleen_US
dc.contributor.corporateNaval Postgraduate School (U.S.)
dc.contributor.departmentSystem Management


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