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PurposeIn spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and ...
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PurposeIn spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty).Design/methodology/approachBased on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis.FindingsThe findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance.Originality/valueThis study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.
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Purpose - The purpose of this paper is to examine the need for integration of Wilber's all levels, all quadrants (AQAL) approach into the strategy of a corporation. Organizations have incorporated elements of his theory at various...
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Purpose - The purpose of this paper is to examine the need for integration of Wilber's all levels, all quadrants (AQAL) approach into the strategy of a corporation. Organizations have incorporated elements of his theory at various levels, but none has fully incorporated all four quadrants. We explore how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage. Design/methodology/approach - Using Wilber's AQAL approach, we present suggestions on how corporations can use each quadrant in strategic change efforts. Findings - Several strategic planning methods which try to be all-inclusive are discussed. Several companies are also discussed that have incorporated progressive approaches throughout the organization. However, no example yet exists of a company that has used a full integrally-informed approach to strategic change and transformation. Originality/value - The authors seek to present an example of how each quadrant can be used in strategic change to aid organizations in their quest for sustainable competitive advantage.
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We study strategic change as a visible and substantive action by examining the circumstances under which firms launch corporate change programs. Drawing on prior literature and corroborated by insights from interviews with executi...
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We study strategic change as a visible and substantive action by examining the circumstances under which firms launch corporate change programs. Drawing on prior literature and corroborated by insights from interviews with executives, we propose a contingency perspective on the launch of corporate change programs (i.e. that different types of programs are launched under different circumstances). To do so, we combine arguments for three general motives for launching a corporate change program with two distinct types of corporate change programs. More specifically, we argue that firms are more likely to launch growth-oriented programs when the market situation is buoyant, when they have prior experience, and when they are underperforming. Furthermore, we argue that firms are more likely to launch efficiency-oriented programs when there is a new CEO, when they are underperforming, and when they are facing high levels of organizational complexity. To test our hypotheses regarding the motives for launching programs, we conducted a large-scale empirical study. Using hand-collected data for the European financial services and insurance industry over a ten-year period, we found support for our predictions. We discuss the implications of these findings for strategic change research.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach This briefing is prepared by an inde...
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings This research examines the internal legitimization process of strategic change in a large enterprise in China.Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as strategic deviati...
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The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as strategic deviation relative to industry norms and strategic variation relative to historical experiences. The size, independence and leadership structure of the board of directors are defined as the board characteristics. We then propose hypotheses on the effects of board characteristics on a firm's strategic change. This study takes strategic resource allocation profile as measure to calculate strategic deviation and strategic variation, and then empirically tests and verifies the hypotheses using data from Chinese publicly listed companies in the information technology industry from the year 2006 to 2010. We find that the size, independence and leadership structure of the board of directors significantly affect both strategic deviation and strategic variation. Therefore, we conclude that board characteristic affects a firm's strategic change. The conclusion of the study indicates that moderate reductions in the size of the board, increasing the proportion of independent directors and separating the roles of chairman and chief executive officer can facilitate promoting the process of strategic change for a firm in a dynamic environment. Through this study we re-examine the role and significance of the board of directors in strategic decision-making for a firm, and provide useful suggestions on how to form a board that can meet the needs for strategic change for a firm in a dynamic business environment.
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Most strategic change initiatives are never implemented. While one cannot guarantee a strategic result, two steps are essential for reducing risk and improving outcomes in Leading Strategic Change: firstly, adapting a strategic mi...
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Most strategic change initiatives are never implemented. While one cannot guarantee a strategic result, two steps are essential for reducing risk and improving outcomes in Leading Strategic Change: firstly, adapting a strategic mindset that is open to more than just incremental change; secondly, execute, execute, execute. In the author's experience, most strategic initiatives fail not for their poor strategic choices but for being unable to expand on prior mental models and for poor execution. This paper examines four common mental model pitfalls and proposes means of overcoming them, from frame narrowness to confirmation bias, groupthink and finally attribution bias. Execution depends on clear priorities; understanding stakeholder needs; and clear, simple, consistent communication.
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Purpose - This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance. Design/methodological approach - The paper summarizes litera...
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Purpose - This paper seeks to provide guidance on specific ways by which organizations can overcome resistance by matching readiness strategies with forms of resistance. Design/methodological approach - The paper summarizes literature on resistance to change and readiness to change, leading to the development of specific recommendations for reducing resistance through specific readiness strategies. Findings - Resistance, though common, may be more effectively managed if specific readiness strategies are matched with requisite sources of resistance. Practical implications - The paper provides guidance on addressing primary sources of resistance by matching them with specific elements proposed by Armenakis et al. that lead to readiness for change. Originality/value - The synthesis of literature related to creating readiness for change and resistance to change leads to a resistance to change typology, including three domains. While these domains have been addressed in change literature, the paper further expands on these domains by offering potential sources of resistances within each domain. This should lead to future research that explores these domains and sources within each domain in greater depth.
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Purpose - This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11-year period using a framework for classifying strategic actions developed...
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Purpose - This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11-year period using a framework for classifying strategic actions developed from a broader study of strategic behaviour in the industry. Design/methodology/approach - The paper utilises a longitudinal text analysis using published documentary sources to explore the strategic actions and grand strategies realised by Bioglan during 1992-2002. Findings - The findings develop concepts from the economics, ecology and strategy literature in order to highlight that, rather than strategy research focusing on "with whom and how do firms compete?" the emphasis should be on "with whom and how do firms co-evolve?" Research limitations/implications - The paper only explored the realised strategies of one firm during an 11-year period using only published documentary sources. Originality/value - Previous research does not appear to have explored the evolution and co-evolution of a firm's strategic actions prior to its death, a gap that this paper aims to help to fill.
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In their book, Learning from Las Vegas, architects Robert Venturi, Denise Scott Brown, and Steven Izenour describe a type of building that they term "a duck" - a "building-becoming-sculpture" - the label taken directly from a well...
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In their book, Learning from Las Vegas, architects Robert Venturi, Denise Scott Brown, and Steven Izenour describe a type of building that they term "a duck" - a "building-becoming-sculpture" - the label taken directly from a well known Long Island, New York landmark, a duck-shaped drive-in theatre (Venturi et al, 1977). Such ducks are whimsical creations that strike a nostalgic cord - the Coney Island hot dog stand that looks like a hot dog, the local ice cream dairy shaped like a milk can. Harmless fun, it seems.
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It is a cause of some bafflement, and not a little concern, to those management thinkers that do not inhabit academic circles, that the more abstract and overly theoretical research articles are, the more popular they seem to beco...
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It is a cause of some bafflement, and not a little concern, to those management thinkers that do not inhabit academic circles, that the more abstract and overly theoretical research articles are, the more popular they seem to become within academia. The little known academic currency of article citations means little outside the ivory towers, and it often fails to bear up to scrutiny when it seems the least accessible, practical or important research receives the highest number of citations, and consequently the most prestige.
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