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Speed and Potential Breakdown in the Process of Strategic Renewal

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Author Info
Volker Mahnke
John Harald Aadne
Abstract

This paper suggest that successful strategic renewal involves three subprocesses, namely (1) facilitating strategic imagination, (2) developing of common ground among top management and middle management, and (3) coordinating strategic action. The management of and the linkage between the three sub-processes of strategic renewal has to consider potential breakdowns (language barriers, unclear contribution to common grounds, competing common grounds). Further, it is suggested that the careful management of speed is at the heart of achieving successful strategic renewal and avoiding breakdown. We identify key variables influencing the speed of the strategic renewal process (subjective time, participation) and explain what trade offs managers face when they try to slow down or speed up the process of strategic renewal.

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Paper provided by Department of Industrial Economics and Strategy, Copenhagen Business School in its series IVS/CBS Working Papers with number 97-10.

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Handle: RePEc:ivs:iivswp:97-10

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Web page: http://www.cbs.dk/forskning_viden/fakulteter_institutter_centre/institutter/oekonomi/ivs/

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Related research
Keywords: competence; learning: renewal; incentives;

Find related papers by JEL classification:
O31 - Economic Development, Technological Change, and Growth - - Technological Change - - - Innovation and Invention: Processes and Incentives
D83 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Search, Learning, and Information
L21 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Business Objectives of the Firm

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  1. Smith, Ken G. & Grimm, Curtis M. & Chen, Ming-Jer & Gannon, Martin J., 1989. "Predictors of response time to competitive strategic actions: Preliminary theory and evidence," Journal of Business Research, Elsevier, vol. 18(3), pages 245-258, May. [Downloadable!] (restricted)
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This page was last updated on 2009-12-9.

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