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Strategy Making and Evolutionary Organization Theory: Insights from Longitudinal Process Research

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  • Burgelman, Robert A.

    (Stanford U)

Abstract

This paper proposes that strategy-making processes can be fruitfully integrated with evolutionary organization theory. An evolutionary research lens comprising three interrelated conceptual frameworks helps identify and analyze the role of strategy making in firm evolution at three levels of analysis: (1) company-environment interface, (2) company, and (3) intra-company. Longitudinal field-based research of Intel Corporation's evolution (1968-2001) shows the usefulness of this research lens by shedding further light on potentially important inescapable dilemmas in the natural dynamics of organizational adaptation. The paper examines theoretical and practical implications of an evolutionary perspective on the role of resource allocation and strategic context determination in strategy making as an adaptive organizational capability.

Suggested Citation

  • Burgelman, Robert A., 2003. "Strategy Making and Evolutionary Organization Theory: Insights from Longitudinal Process Research," Research Papers 1844, Stanford University, Graduate School of Business.
    • Handle: RePEc:ecl:stabus:1844
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    File URL: http://gsbapps.stanford.edu/researchpapers/library/RP1844.pdf
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    Cited by:

    1. Kjærgaard, Annemette, 2004. "Internal corporate venturing during organisational change:," Working Papers 2004-19, Copenhagen Business School, Department of Informatics.
    2. Leonhard Dobusch & Elke Schüßler, 2013. "Theorizing path dependence: a review of positive feedback mechanisms in technology markets, regional clusters, and organizations," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 22(3), pages 617-647, June.

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