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

Robert A. Burgelman
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Robert A. Burgelman: Stanford University

Research Papers from Stanford University, Graduate School of Business

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.

Date: 2008-11

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Persistent link: http://EconPapers.repec.org/RePEc:ecl:stabus:2007

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