Facilitating Strategic Renewal by Managing Strategic Role Conflict

Steven W. Floyd and Peter J. Lane

Chapter 52 in Handbook of Top Management Teams, 2010, pp 449-459 from Palgrave Macmillan

Abstract: Abstract We use the term ‘strategic renewal’ to refer to an evolutionary view of strategic change (Barnett and Burgelman, 1996; Burgelman, 1983; Huff et al., 1992; Nelson and Winter, 1982). It is an iterative process of belief, action and learning that can align the organisation’s strategy with changing environmental circumstances (Doz, 1996; Huff et al., 1992; Johnson, 1988). Long periods of incremental adjustment (single loop learning) are broken by bursts of revolutionary change (double loop learning) (Argyris, 1976; Gersick, 1991; Tushman and Anderson, 1986). Successful strategic renewal overcomes the inertial forces embodied in the organisation’s established strategy and closes the gap between its existing core competencies and the evolving basis of competitive advantage in the industry (Agarwal and Helfat, 2009; Burgelman, 1991, 1994; Huff et al., 1992; Hurst et al., 1989).

Keywords: Product Market; Role Conflict; Middle Management; Strategic Management Journal; Corporate Entrepreneurship (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30533-5_53

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DOI: 10.1057/9780230305335_53

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