Strategic inertia and renewal: Contrasting responses to market changes

IF 7.4 2区 管理学 Q1 BUSINESS
Luis Perini , Jorge Carneiro , Kent D. Miller
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引用次数: 0

Abstract

The academic, consulting, and practitioner-oriented literatures present many examples of companies that have failed to adapt their strategy in the face of a changing competitive arena, even when their top managers and executives acknowledged the need for change—and had a reasonable idea of what ought to be done. By means of an in-depth study of two polar cases of large companies from the fast-moving consumer goods sector, this study sheds light on the complex intertwined causes that lead some companies into strategic inertia, while others engage in strategic renewal. Our theoretical framing of possible causes of inertia encompasses cognitive schema, power and politics, emotions, and communication. Our findings provide credible evidence that strategic inertia (or renewal) is the outcome of conjunctural causation, so that a similar initial cause may result in different outcomes depending on the processual interaction with other contributing factors at the organizational, group, and individual levels. The conjunction of various causes can lead a company's managers to adhere rigidly to their sources of past success or, alternatively, embrace novel pathways despite short-term uncertainty and anxiety.

战略惰性与革新:对市场变化的不同反应
学术界、咨询界和从业者的文献中都有许多公司在面对不断变化的竞争环境时未能调整战略的例子,即使这些公司的高层经理和高管已经认识到变革的必要性,并对应该采取的措施有了合理的想法。本研究通过对快速消费品行业两家大型公司的两极案例进行深入研究,揭示了导致一些公司陷入战略惰性,而另一些公司则进行战略更新的错综复杂的原因。我们对可能导致惰性的原因进行了理论分析,其中包括认知模式、权力与政治、情感和沟通。我们的研究结果提供了可靠的证据,证明战略惰性(或更新)是偶发因果关系的结果,因此,类似的初始原因可能会导致不同的结果,这取决于与组织、群体和个人层面的其他促成因素的相互作用过程。各种原因的结合可能导致公司的管理者死守过去成功的源泉,也可能导致管理者不顾短期的不确定性和焦虑,接受新的途径。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
13.00
自引率
7.10%
发文量
75
期刊介绍: Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.
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