IDEAS home Printed from https://ideas.repec.org/a/bla/jomstd/v34y1997i3p337-370.html
   My bibliography  Save this article

Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response

Author

Listed:
  • Pamela S. Barr
  • Anne S. Huff

Abstract

There is general consensus in the strategy literature that successful firms alter strategy to address changes in their environments and enact more favourable conditions. Studies of organizational change suggest that this adjustment is not always made in a timely manner. Different beliefs about cause and effect have been established as a plausible explanation for differential responses to environmental change. This exploratory study of six pharmaceutical firms suggests more specifically that multiple concepts associated with environmental changes must be directly linked to organizational performance before new strategies are initiated. The results emphasize the importance of stress as a precursor to strategic response and have implications for the way we conceptualize `response' when referring to significant changes in strategy.

Suggested Citation

  • Pamela S. Barr & Anne S. Huff, 1997. "Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response," Journal of Management Studies, Wiley Blackwell, vol. 34(3), pages 337-370, May.
    • Handle: RePEc:bla:jomstd:v:34:y:1997:i:3:p:337-370
    DOI: 10.1111/1467-6486.00054
    as

    Download full text from publisher

    File URL: https://doi.org/10.1111/1467-6486.00054
    Download Restriction: no
    File URL: https://libkey.io/10.1111/1467-6486.00054?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Michael L. McDonald & Poonam Khanna, 2013. "When Will They Learn? An Accountability Theory Perspective On The Effects Of Board Of Director Decision Monitoring On Ceo Learning," Working Papers 0215mgt, College of Business, University of Texas at San Antonio.
    2. Rai Niharika, 2004. "Environmental Scanning in High Velocity Environment," IIMA Working Papers WP2004-05-04, Indian Institute of Management Ahmedabad, Research and Publication Department.
    3. Dean A. Shepherd & Jeffery S. Mcmullen & William Ocasio, 2017. "Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action," Strategic Management Journal, Wiley Blackwell, vol. 38(3), pages 626-644, March.
    4. Roger Marshall & David Bibby & Na WoonBong, 2013. "Making Sense of Complex Marketing Decision Systems: Decision System Analysis," International Journal of Business and Economics, School of Management Development, Feng Chia University, Taichung, Taiwan, vol. 12(2), pages 121-130, December.
    5. Barker, Vincent III & Barr, Pamela S., 2002. "Linking top manager attributions to strategic reorientation in declining firms attempting turnarounds," Journal of Business Research, Elsevier, vol. 55(12), pages 963-979, December.
    6. Andreea N. Kiss & Pamela S. Barr, 2015. "New venture strategic adaptation: The interplay of belief structures and industry context," Strategic Management Journal, Wiley Blackwell, vol. 36(8), pages 1245-1263, August.
    7. Taplin, Ian M., 2006. "Strategic change and organisational restructuring: How managers negotiate change initiatives," Journal of International Management, Elsevier, vol. 12(3), pages 284-301, September.
    8. William C. Bogner & Pamela S. Barr, 2000. "Making Sense in Hypercompetitive Environments: A Cognitive Explanation for the Persistence of High Velocity Competition," Organization Science, INFORMS, vol. 11(2), pages 212-226, April.
    9. Hale Dilek Suer & Florence Allard-Poesi, 2013. "How do judgments of justice form during periods of change: a sensemaking model," Post-Print hal-01123798, HAL.
    10. Jose L. Barbero & Alicia Ramos & Catherine Chiang, 2017. "Restructuring in dynamic environments: a dynamic capabilities perspective," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 26(4), pages 593-615.
    11. Markku V. J. Maula & Thomas Keil & Shaker A. Zahra, 2013. "Top Management’s Attention to Discontinuous Technological Change: Corporate Venture Capital as an Alert Mechanism," Organization Science, INFORMS, vol. 24(3), pages 926-947, June.
    12. Onufrey, Ksenia & Bergek, Anna, 2021. "Transformation in a mature industry: The role of business and innovation strategies," Technovation, Elsevier, vol. 105(C).
    13. Daniella Laureiro‐Martínez & Stefano Brusoni, 2018. "Cognitive flexibility and adaptive decision‐making: Evidence from a laboratory study of expert decision makers," Strategic Management Journal, Wiley Blackwell, vol. 39(4), pages 1031-1058, April.
    14. Wenwen Zhao & Taiwen Feng & Xuexiang Xin & Guangyi Hao, 2021. "How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity," Business Strategy and the Environment, Wiley Blackwell, vol. 30(1), pages 489-506, January.
    15. Chaney, Damien & Marshall, Roger, 2013. "Social legitimacy versus distinctiveness: Mapping the place of consumers in the mental representations of managers in an institutionalized environment," Journal of Business Research, Elsevier, vol. 66(9), pages 1550-1558.
    16. Basu, Shubhabrata & Aulakh, Preet S. & Munjal, Surender, 2021. "Pluralistic ignorance, risk perception, and the governance of the dark side in peer-to-peer transactions: Evidence from the Indian banking industry," Journal of Business Research, Elsevier, vol. 129(C), pages 328-340.
    17. Craig, Justin B. & Dibrell, Clay & Garrett, Robert, 2014. "Examining relationships among family influence, family culture, flexible planning systems, innovativeness and firm performance," Journal of Family Business Strategy, Elsevier, vol. 5(3), pages 229-238.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:bla:jomstd:v:34:y:1997:i:3:p:337-370. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Wiley Content Delivery (email available below). General contact details of provider: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.