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Maintaining strategic momentum: The CEO's agenda

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  • Maljers, Floris
  • Baden-Fuller, Charles
  • Van Den Bosch, Frans

Abstract

How does the chief executive of a large complex organization maintain strategic momentum? This represents a great challenge when there are no obvious external threats, and no obvious reasons for having a concerted action. Floris Maljers, Charles Baden-Fuller and Frans van den Bosch explore the inherent tensions which exist between stability and change. Change is necessary to maintain success, but too much change is disastrous. The authors argue that there are several possible solutions to this paradox, including that of generating periods of intense activity followed by periods of comparative stability and incremental improvement. Using the introspection of one of the CEOs of Unilever, who held office from 1984 to 1994, the authors examine how these tensions were played out and resolved.

Suggested Citation

  • Maljers, Floris & Baden-Fuller, Charles & Van Den Bosch, Frans, 1996. "Maintaining strategic momentum: The CEO's agenda," European Management Journal, Elsevier, vol. 14(6), pages 555-561, December.
  • Handle: RePEc:eee:eurman:v:14:y:1996:i:6:p:555-561
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    Cited by:

    1. B.M. Sadowski. & G.M. Duysters & G.Sadowski-Rasters, 2005. "On the termination of strategic technology alliances: An exploratory study," Working Papers 05.12, Eindhoven Center for Innovation Studies.

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