This case follows the experience of an Iranian small business owner facing changing environmental forces. The most notable forces of change are the Iranian economy and policies, internal/external Iranian politics and global competition and relations. In order to save the organisation the owner decides to downsize and decentralise aspects of managing the organisation. These changes are initially unpopular and culturally sensitive. Eventually, the owner succeeds with the changes and gains employee and management support. Copyright

Additional Metadata
Keywords Downsizing, Emerging market, Entrepreneurship, Iran, Leadership, Organisationaltheory
Persistent URL dx.doi.org/10.1504/IJBG.2013.051805
Journal International Journal of Business and Globalisation
Citation
Ahmadi, H. (Hadi), McKay, R, & Murphy, S.A. (Steven A.). (2013). Downsizing in Iran: Culture versus necessity. International Journal of Business and Globalisation, 10(1), 86–103. doi:10.1504/IJBG.2013.051805