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By Hans Lehmann

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Extra info for Australasian Food Products CO-OP: A Global Information Systems Endeavour

Sample text

They translated the thrust for increased global co-ordination (to achieve a global business strategy for the Co-op that better balances central control with regional freedom) as a return to full central control, regressing to strategy stance the Co-op had taken in its earlier history. The regional business people correctly interpreted the FIST project as an attempt to roll back their autonomy, and resisted it strongly. Because they suspected the CEO of covertly backing this regressive move, they extended their resistance beyond the Rejection of the Global Information System to resistance also against the CEO’s thrust towards more regional autonomy— albeit balanced by an equal amount of central control over global concerns such as branding and global product strategies.

His work experience with a number of blue-chip clients spans continental Europe, Africa, the United Kingdom, North America and Australasia. In 1991, he changed careers and joined the University of Auckland, New Zealand, where he focuses his research on the strategic management of global information technology, especially in the context of the transformation to international electronic business. Mr. Lehmann has 57 referred publications in journals, books and has spoken at more than 20 international conferences.

In 1991, he changed careers and joined the University of Auckland, New Zealand, where he focuses his research on the strategic management of global information technology, especially in the context of the transformation to international electronic business. Mr. Lehmann has 57 referred publications in journals, books and has spoken at more than 20 international conferences.

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