The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.
Measuring and modelling changes in strategy: Theoretical foundations and empirical directions
Abstract
Confronted by increasingly turbulent and complex environments, general managers have become more interested in understanding the conditions and forces that enable or disable successful changes in organizational strategies. Yet, largely because of their tendency to use fuzzy definitions and inadequate methodologies, empirical studies of changes in strategy have not provided practitioners with a set of well‐tested theories. To provide a basis for circumscribing, evaluating, and directing future research, this paper begins by developing a framework for assessing and modelling changes in strategy. After discussing the forces that influence their occurrence and performance outcomes, the paper reviews a representative sample of empirical studies in terms of two major questions: (1) how are changes in strategy conceptualized and modelled? and (2) what methods of observation and analysis are employed? This review concludes with a report of important patterns and concerns followed by suggestions for future research.
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Citations
Cites
Representing and Testing Organizational Theories: A Holistic Construal
Bagozzi, R. P., & Phillips, L. W. (1982) · Administrative Science Quarterly · doi:10.2307/2392322 · Cited by 2,064
Strategy‐making and environment: The third link
Miller, D., & Friesen, P. H. (1983) · Strategic Management Journal · doi:10.1002/smj.4250040304 · Cited by 1,986
Cited by
Knowledge management: An organizational capabilities perspective
Gold, A. H., Malhotra, A., & Segars, A. H. (2001) · Journal of Management Information Systems · doi:10.1080/07421222.2001.11045669 · Cited by 6,233
Theory and research in strategic management: Swings of a pendulum
Hoskisson, R. E., Hitt, M. A., Wan, W. P., & Yiu, D. (1999) · Journal of Management · doi:10.1177/014920639902500307 · Cited by 1,364
Cognitive change, strategic action, and organizational renewal
Barr, P. S., Stimpert, J. L., & Huff, A. S. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131004 · Cited by 1,290
The effects of board size and diversity on strategic change
Goodstein, J., Gautam, K., & Boeker, W. (1994) · Strategic Management Journal · doi:10.1002/smj.4250150305 · Cited by 1,258
Lant, T. K., Milliken, F. J., & Batra, B. (1992) · Strategic Management Journal · doi:10.1002/smj.4250130803 · Cited by 939
Metadata
- Authors
- Ginsberg, A.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1988-11
- Volume
- 9
- Issue
- 6
- Pages
- 559-575
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2037818341
- Cited by
- 338
- References
- 2
- FWCI
- 13.84
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
