Search results for "Strategic change"
showing 6 items of 6 documents
The nature of managerial commitment to strategic change
2000
This article explores the nature of managerial commitment to such strategic changes as downsizing and quality improvement. Its purpose is to develop a theoretical framework of managerial commitment. Findings from a qualitative study are presented resulting in the classification of commitment in two dimensions: reward‐based and trust‐based commitments. A theoretical typology of the four types of managerial commitment is developed based on the dimensions: passive, calculative, trustful, and balanced types of commitment. The article argues that the general assumptions in commitment literature that people need material, social or psychological incentives and rewards which facilitate identificat…
Antenarratives in Ongoing Strategic Change : Using the Story Index to Capture Daunting and Optimistic Futures
2018
Strategic organizational change is a complex, future-oriented phenomenon that is critical for any organization. Traditional means of inquiry have struggled with the difficulty of capturing the future; thus, the methods for managing things to come remain scarce. In this chapter, we contribute to managing strategic change, and thereby the future of the organization, by developing the Story Index (SIX) method. The method facilitates a better understanding of how organizational change takes shape in the discursive reality before materializing in concrete terms. SIX is an analytical process combining antenarratives and narrative rationality to reveal the emerging meanings and rationales of chang…
CEO satisfaction and intended strategic changes
2018
How do CEOs react to attainment discrepancies in their organizations' performance? Scholars have generally argued that (only) when performance falls below a certain aspiration level do CEOs intend to change the organization's strategy. However, empirical evidence on this issue is ambiguous and inconclusive. We address this puzzle directly by studying how CEOs' cognitive interpretations of performance (their satisfaction with the firm's performance) affect the magnitude of intended strategic changes, and we explore the moderating effect of the context (performance compared to the industry) on this relationship. Using a sample of medium-sized organizations, we find that CEOs' satisfaction wit…
Experience discrepancy in leadership succession: Does it matter? Evidence from the Elite European Soccer Clubs (1994-2015)
2018
International audience; The level of profile similarity between the new leader and the former one matters and will affect subsequent strategic change and thus performance. An excess of exploration as well as an excess of exploitation are detrimental to future performance. When replacing a leader, owners should take into consideration the profile and experience dissimilarities between the predecessor and the successor.
Factores determinantes de la intención de cambio estratégico: el papel de los equipos directivos
2010
ResumenLa capacidad de una empresa para adaptarse y responder a las oportunidades y presiones del entorno es uno de los aspectos más importantes en la búsqueda de la competitividad y de la supervivencia. Este trabajo pretende mejorar la comprensión de los factores que influyen en la intención de impulsar cambios en el contenido de la estrategia, analizando los factores motivadores y de resistencia tradicionalmente considerados, así como el papel facilitador de las características de los equipos directivos. Nuestros resultados resaltan que la heterogeneidad de los equipos directivos facilita la predisposición a impulsar cambios en las estrategias competitivas y corporativas, y que los cambio…
Kaiken keskellä : keskijohto strategisen muutoksen tekijänä ja kokijana
2018
This research focuses on the actions and perceptions of the middle managers during a strategic change. Over the years, strategic change and middle managers have been studied from various points of view. The importance of middle managers and their roles and actions have been argued both for and against. Most of the recent research emphasises the middle managers’ importance in strategic organizational change as mediators between the change initiators and the change recipients. However, there is less research on middle managers’ and subordinates’ sensemaking processes during a strategic organizational change, especially when identity, culture, artefacts, emotions and change resistance are cons…