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Strategic Consequences of Co-evolutionary Lock-In: Insights from a Longitudinal Process Study

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  • Burgelman, Robert A.

    (Stanford University)

Abstract

Based on longitudinal research of Intel's strategic evolution and grounded theorizing efforts, I examine the strategic consequences of the substantive concept of coevolutionary lock-in in light of a model of organizational strategy-making that distinguishes between induced and autonomous processes. I also examine the implications of the strategic consequences of coevolutionary lock-in for strategic leadership. For purposes of theory building, the organizational-level substantive phenomenon of coevolutionary lock-in can be related to more general, higher-system-level ideas about path dependency, and thereby complements these more general ideas in potentially fruitful ways.

Suggested Citation

  • Burgelman, Robert A., 2008. "Strategic Consequences of Co-evolutionary Lock-In: Insights from a Longitudinal Process Study," Research Papers 2007, Stanford University, Graduate School of Business.
    • Handle: RePEc:ecl:stabus:2007
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