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From Persistence to Pursuit: A Longitudinal Examination of Momentum During the Early Stages of Strategic Change

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  • Karen J. Jansen

    (Department of Management and Organization, The Pennsylvania State University, 426 Beam Business Administration Building, University Park, Pennsylvania 16802-1914)

Abstract

This study moves beyond the dominant “strategic persistence” view of momentum toward one focused on the energy associated with pursuit of a change goal. A conceptual distinction is made between inertia, the momentum associated with strategic persistence, and the momentum of strategic change. Building on this distinction, a theoretical framework is developed that examines the influence of various change-related events and social processes on momentum during the early stages of organizational change. The research reported in this manuscript was conducted over a 10-month period in an organization attempting to change its culture, employing both qualitative and longitudinal quantitative methods. This study provides validity evidence for the proposed momentum construct and identifies various factors that predict momentum. Results support a spiraling relationship between momentum and goal attainment, such that momentum predicts progress toward goal attainment, which then influences subsequent momentum. Practical implications and directions for future research are provided based on these findings.

Suggested Citation

  • Karen J. Jansen, 2004. "From Persistence to Pursuit: A Longitudinal Examination of Momentum During the Early Stages of Strategic Change," Organization Science, INFORMS, vol. 15(3), pages 276-294, June.
    • Handle: RePEc:inm:ororsc:v:15:y:2004:i:3:p:276-294
    DOI: 10.1287/orsc.1040.0064
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    References listed on IDEAS

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    1. Dennis A. Gioia & Kumar Chittipeddi, 1991. "Sensemaking and sensegiving in strategic change initiation," Strategic Management Journal, Wiley Blackwell, vol. 12(6), pages 433-448, September.
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    Cited by:

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    7. Bixiang Shi & Fangcheng Tang & Fenfen Wei, 2022. "The Path Constitution of Platform Evolution: An Organizational Momentum View," Sustainability, MDPI, vol. 14(15), pages 1-22, July.
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    10. Amankwah-Amoah, Joseph, 2014. "Explanations for strategic persistence in the wake of others’ failures," MPRA Paper 63409, University Library of Munich, Germany.
    11. Asghar Afshar Jahanshahi & Alexander Brem & Hussain Gholami, 2019. "Working in a Physically Dangerous Work Environment: Employee Vitality and Sustainable Behavior," Sustainability, MDPI, vol. 11(19), pages 1-20, September.
    12. Hélène Peton & Antoine Blanc, 2011. "The interplay of agencies in institutional disruption: An explanation of the slow death of asbestos in France," Post-Print halshs-00672436, HAL.
    13. Hortovanyi, Lilla & Szabo, Roland Zs & Fuzes, Peter, 2021. "Extension of the strategic renewal journey framework: The changing role of middle management," Technology in Society, Elsevier, vol. 65(C).
    14. Andreas Schwab, 2007. "Incremental Organizational Learning from Multilevel Information Sources: Evidence for Cross-Level Interactions," Organization Science, INFORMS, vol. 18(2), pages 233-251, April.
    15. Lichtenstein, Benyamin B. & Carter, Nancy M. & Dooley, Kevin J. & Gartner, William B., 2007. "Complexity dynamics of nascent entrepreneurship," Journal of Business Venturing, Elsevier, vol. 22(2), pages 236-261, March.
    16. Hélène Peton & Antoine Blanc, 2009. "Deinstitutionalization as a cumulative process: the role of successive struggles in the case of a "magic mineral"," Post-Print halshs-00672416, HAL.
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