Organizational Change in Hewlett-Packard Case Study by cee-cee

Organizational Change in Hewlett-Packard
A case study analysis of the company restructuring of Hewlett-Packard and the impact it had on employees and stakeholders.
# 107930 | 1,377 words | 5 sources | APA | 2008 | US
Published on Sep 16, 2008 in Business (Companies) , Business (Applied Operations)

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This paper discusses Hewlett-Packards' (HP) restructuring that was announced by the company on July 19, 2005. The paper discusses the different aspects of the restructuring and the the impact of their restructuring on employees and external stakeholders. The paper discusses how HP went about restructuring in a manner that would cause the least disruption.

Table of Contents:
Impact of Restructuring on Employees
Support Systems for Employees
Impact on External Stakeholders

Sample of Sources Used:

  • Business Week (2006) - HP Makes Like Lazarus. Business Week Magazine and Business Week Online. February 16, 2006. Peter Burrows. Accessed from the Internet on August 3, 2007 from location:
  • Davenport (1992) - Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press. October 1992.
  • Hewlett-Packard (2005) - HP Unveils Targeted Program to Streamline Company, Reduce Costs, Drive Greater Customer Focus. Hewlett-Packard press release. Palo Alto, CA. July 19, 2005. Accessed from the Internet on August 3, 2007 from location:
  • The Agenda (2003) - Chapter 4: Put Processes First. The Agenda: What Every Business Must Do To Dominate The Decade. Accessed from Michael Hammer and Company website on August 3, 2007:
  • Moores and Cabot (2005) - Hewlett-Packard Company Research Note. Moors & Cabot Capital Markets. July 15, 2005. New York, NY

Cite this Case Study:

APA Format

Organizational Change in Hewlett-Packard (2008, September 16) Retrieved August 08, 2022, from

MLA Format

"Organizational Change in Hewlett-Packard" 16 September 2008. Web. 08 August. 2022. <>