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Market strategy renewal as a dynamic incremental process

Listed author(s):
  • Martens, Rudy
  • Matthyssens, Paul
  • Vandenbempt, Koen
Registered author(s):

    Volatile environments often force companies to renew their market strategy. In this study, the focus is on the process aspects of a renewal that is characterized by a high degree of ‘muddling through’. This study wants to (1) show the complexity and incremental nature of market strategy renewal processes, (2) seek additional explanations for the antecedents of incrementalism in strategic decision-making and (3) illustrate the process of muddling by using critical incidents in a market strategy renewal effort of an industrial company. Using a longitudinal case design, this article highlights how incrementalism almost automatically creeps into market strategy renewal. Differences in rationality across managerial levels result in remedial, serial and socially fragmented incremental processes in these renewal efforts. Incrementalism in strategy is viewed as a natural phenomenon to be managed, rather than a deliberate course of action that is skillfully executed.

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    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 65 (2012)
    Issue (Month): 6 ()
    Pages: 720-728

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    Handle: RePEc:eee:jbrese:v:65:y:2012:i:6:p:720-728
    DOI: 10.1016/j.jbusres.2010.12.008
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    1. Stevens, Eric & Dimitriadis, Sergios, 2004. "New service development through the lens of organisational learning: evidence from longitudinal case studies," Journal of Business Research, Elsevier, vol. 57(10), pages 1074-1084, October.
    2. Walfisz, Martin & Zackariasson, Peter & Wilson, Timothy L., 2006. "Real-time strategy: Evolutionary game development," Business Horizons, Elsevier, vol. 49(6), pages 487-498.
    3. Orton, James Douglas, 1997. "From inductive to iterative grounded theory: Zipping the gap between process theory and process data," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 419-438, December.
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