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Journal articles on the topic 'Strategic change'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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1

Hernandez, Exequiel, and Anoop Menon. "Strategic Network Change." Academy of Management Proceedings 2018, no. 1 (August 2018): 15118. http://dx.doi.org/10.5465/ambpp.2018.15118abstract.

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2

Graetz, Fiona. "Strategic change leadership." Management Decision 38, no. 8 (October 2000): 550–64. http://dx.doi.org/10.1108/00251740010378282.

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3

Fenton, Evelyn M. "Visualising Strategic Change:." European Management Journal 25, no. 2 (April 2007): 104–17. http://dx.doi.org/10.1016/j.emj.2007.02.003.

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4

Beer, Michael. "Strategic-Change Research." Journal of Management Inquiry 1, no. 2 (June 1992): 111–16. http://dx.doi.org/10.1177/105649269212003.

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5

Grundy, Tony, and Dave King. "Using strategic planning to drive strategic change." Long Range Planning 25, no. 1 (February 1992): 100–108. http://dx.doi.org/10.1016/0024-6301(92)90315-s.

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6

Mantere, Saku, Henri A. Schildt, and John A. A. Sillince. "Reversal of Strategic Change." Academy of Management Journal 55, no. 1 (February 2012): 172–96. http://dx.doi.org/10.5465/amj.2008.0045.

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7

Gaspar, Deborah B. "Strategic vision: Navigating change." College & Research Libraries News 76, no. 7 (July 1, 2015): 380–83. http://dx.doi.org/10.5860/crln.76.7.9347.

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8

Wallace, Robert E. "Strategic Planning and Change." Journal of Information Systems Management 4, no. 4 (January 1987): 49–51. http://dx.doi.org/10.1080/07399018708962876.

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9

Dominguez CC, Marta, Jose Luís Galán-González, and Carmen Barroso. "Patterns of strategic change." Journal of Organizational Change Management 28, no. 3 (May 11, 2015): 411–31. http://dx.doi.org/10.1108/jocm-05-2014-0097.

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Purpose – The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the actors involved; and to analyze the sequences of changes when a firm experiences strategic change. Design/methodology/approach – To know the temporal sequence of strategic change is per se one of the most important questions of research in management. This is because it allows for a better understanding of how and why organizations change. The qualitative analysis – based on the existing literature on the change processes – aims to capture reality in flight and study long-term processes. Findings – The study identifies strategic change’s essential patterns. It determines when it is appropriate to use these sequences to improve firm performance and it explains that reorganization of the senior management can produce strategic change. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. Practical implications – To know the strategic change circumstances and, over all, the sequence of the change process, could accelerate its implementation in a time when the speed is essential for the company competitiveness. Originality/value – The paper studies strategic change like a process. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. The study identifies strategic change’s essential patterns both incremental as radical. By identifying these sequences, it can define the what, how and why of change, and who is involved.
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10

Hitch, Leslie P. "Working toward strategic change." Journal of Academic Librarianship 23, no. 6 (November 1997): 537–38. http://dx.doi.org/10.1016/s0099-1333(97)90196-8.

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11

Vandermerwe, Sandra, and Andre Vandermarwe. "Making strategic change happen." European Management Journal 9, no. 2 (June 1991): 174–81. http://dx.doi.org/10.1016/0263-2373(91)90081-z.

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12

Landrum, Nancy E., Jon P. Howell, and Lori Paris. "Leadership for strategic change." Leadership & Organization Development Journal 21, no. 3 (May 1, 2000): 150–56. http://dx.doi.org/10.1108/01437730010325031.

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Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and initiating strategic change.
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13

Preston, H. "Understanding strategic cultural change." Engineering Management 14, no. 5 (October 1, 2004): 33–35. http://dx.doi.org/10.1049/em:20040507.

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14

Edström, Anders. "Leadership and strategic change." Human Resource Management 25, no. 4 (1986): 581–606. http://dx.doi.org/10.1002/hrm.3930250407.

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15

Ho, Samuel K. M. "TQM and strategic change." Strategic Change 8, no. 2 (March 1999): 73–80. http://dx.doi.org/10.1002/(sici)1099-1697(199903/04)8:2<73::aid-jsc408>3.0.co;2-t.

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16

Gu, Meng, Yaqun Yi, and Zelong Wei. ""Bottom-up Learning, Strategic Flexibility, and Strategic Change"." Academy of Management Proceedings 2016, no. 1 (January 2016): 11364. http://dx.doi.org/10.5465/ambpp.2016.11364abstract.

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17

Yi, Yaqun, Meng Gu, and Zelong Wei. "Bottom-up learning, strategic flexibility and strategic change." Journal of Organizational Change Management 30, no. 2 (April 10, 2017): 161–83. http://dx.doi.org/10.1108/jocm-12-2015-0241.

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Purpose How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational inertia theory, the purpose of this paper is to investigate how bottom-up learning affects the speed and magnitude of strategic change and if these relationships are contingent on strategic flexibility. Design/methodology/approach Using data of 213 firms in China, the authors conduct an empirical test of hypotheses through a stepwise multivariate regression approach. Findings The empirical study suggests that resource flexibility weakens the positive relationship between bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on the magnitude of strategic change. In addition, coordination flexibility strengthens the positive impact of bottom-up learning on the speed and magnitude of strategic change. Originality/value The findings not only provide a more nuanced and in-depth understanding of strategic change, but also offer strong guidance for firms on how to make better use of strategic flexibility in order to benefit from bottom-up learning.
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18

Domínguez-CC, Marta, and Carmen Barroso-Castro. "Managerial change and strategic change: The temporal sequence." Journal of Management & Organization 23, no. 1 (December 6, 2016): 46–73. http://dx.doi.org/10.1017/jmo.2016.49.

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AbstractThe relationship between managerial change and strategic change is a complex issue that challenges our understanding of how firms react to their business environment. In this study, we analyse the influence of the management team and more specifically their knowledge and capabilities in the process of strategic change. To do so, we delve deeper into the relationship between managerial change and strategic change by identifying the sequence of these changes. Using qualitative methodology, we analyse 10 companies listed on the Spanish Stock Exchange over an extensive period to formulate our propositions. Our analysis shows that managerial change precedes strategic change. Top management team reorganization, even without Chief Executive Officer succession, was a sufficient condition for strategic change to take place. Moreover, we identified key modifications that took place whenever strategic change occurred. Our results provide meaningful insights into the processes of strategic change within firms that broaden our theoretical knowledge in this area.
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19

Stensaker, Inger, Christine Meyer, Joyce Falkenberg, and Anne-Cathrin Haueng. "EXCESSIVE CHANGE: UNINTENDED CONSEQUENCES OF STRATEGIC CHANGE." Academy of Management Proceedings 2001, no. 1 (August 2001): G1—G6. http://dx.doi.org/10.5465/apbpp.2001.6133700.

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20

Jiang, Wan, Linlin Wang, Zhaofang Chu, and Xifang Ma. "How analyst recommendation change influences strategic change." Journal of Organizational Change Management 31, no. 6 (October 1, 2018): 1234–48. http://dx.doi.org/10.1108/jocm-01-2017-0019.

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Purpose The purpose of this paper is to examine how analyst recommendation change is associated with a firm’s magnitude of strategic change. Design/methodology/approach This study argues that unfavorable analyst recommendation change serves as a powerful external assessment that current strategies are inappropriate and that changes are needed. This study also incorporates the moderating roles of CEO power and board’s informal hierarchy in the relationship between analyst recommendation change and firm’s magnitude of strategic change. Results from a sample of 824 observations generally support our predictions. Findings The findings of this study show that the greater the analysts downgrade for the company’s stock, the larger the magnitude of strategic change will be made. This study also considers the moderating roles of CEO power and the clarity of board’s informal hierarchy. In particular, the higher the CEO power, the weaker the relationship between analyst recommendation change and the magnitude of strategic change will be. The higher the clarity of board’s informal hierarchy, the more positive the relationship between analyst recommendation change and the magnitude of strategic change will be. Originality/value It extends research on the external predictors of strategic change by incorporating the role of unfavorable analyst recommendation change. In addition, it contributes to institutional theory by showing how external legitimacy pressure and internal corporate governance tool complement each other.
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21

Austin, Jim. "Strategic Healthcare Change: Balancing Change and Stability." Journal of Healthcare Management 68, no. 1 (January 2023): 9–14. http://dx.doi.org/10.1097/jhm-d-22-00228.

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22

Kuwada, Kotaro. "Strategic Learning: The Continuous Side of Discontinuous Strategic Change." Organization Science 9, no. 6 (December 1998): 719–36. http://dx.doi.org/10.1287/orsc.9.6.719.

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23

Roundy, Philip T., Ye Dai, Mark A. Bayer, and Gukdo Byun. "Motivated to change? TMT regulatory focus and strategic change." Management Research Review 39, no. 7 (July 18, 2016): 803–29. http://dx.doi.org/10.1108/mrr-10-2014-0235.

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Purpose This paper aims to introduce the concept of top management team (TMT) regulatory focus to explain the differences in executive motivation. Upper echelons research has demonstrated that top managers’ willingness to deviate from their current strategies is a key determinant of organizational success. However, it is not clear why some TMTs are motivated to embrace strategic change while others are motivated to favor the strategic status quo. Design/methodology/approach Recent work in the psychology of motivation is used to develop a conceptual model explaining how the regulatory focus of TMTs can impact their outlooks toward strategic change. Findings It is theorized that there is a positive (negative) relationship between promotion (prevention)-focused TMTs and strategic change. It is also theorized that executives’ performance aspirations, firm maturity and the stability of the environment will influence the relationship between regulatory focus and strategic change. Originality/value Although the theoretical explanations provided by past research on top manager motivation are psychological in their general focus, with few exceptions research has not sought to understand the specific deep-level, socio-cognitive characteristics that shape executives’ perceptions of strategic change. By developing an understanding of the psychological determinants of strategic change, as well as the interplay between these determinants and firm- and environment-level factors, this paper represents a step in the direction of explaining why some TMTs are motivated to embrace strategic change while others seem “locked-in” to the status quo.
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24

Jaser, Zahira. "Bounded Authenticity during Strategic Change." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 15129. http://dx.doi.org/10.5465/ambpp.2019.15129abstract.

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25

DAVDISON, ROBERT M., TIMOTHY S. BOSWOOD, and MARIS G. MARTINSONS. "METAPHORS TO COMMUNICATE STRATEGIC CHANGE." Academy of Management Proceedings 2004, no. 1 (August 2004): B1—B6. http://dx.doi.org/10.5465/ambpp.2004.13862493.

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26

Kim, Sangmi. "Strategic Change and Audit Fee." Korean Academic Association of Business Administration 33, no. 9 (September 30, 2020): 1647–70. http://dx.doi.org/10.18032/kaaba.2020.33.9.1647.

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27

Longshore, John M., and Andrew Pettigrew. "The Management of Strategic Change." Academy of Management Review 15, no. 1 (January 1990): 168. http://dx.doi.org/10.2307/258118.

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28

Waring, Diane, C. R. Hinings, and R. Greenwood. "The Dynamics of Strategic Change." Journal of the Operational Research Society 40, no. 11 (November 1989): 1056. http://dx.doi.org/10.2307/2583146.

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29

Stapenhurst, Tim, and John L. Thompson. "Strategic Management: Awareness and Change." Journal of the Operational Research Society 42, no. 6 (June 1991): 515. http://dx.doi.org/10.2307/2583461.

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30

Weiser, Ann-Kristin. "Managerial Discretion and Strategic Change." Academy of Management Proceedings 2017, no. 1 (August 2017): 15291. http://dx.doi.org/10.5465/ambpp.2017.15291abstract.

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31

Sprang, Christian. "Strategic change – in which direction?" Information Services & Use 26, no. 2 (August 9, 2006): 177–83. http://dx.doi.org/10.3233/isu-2006-26226.

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32

Gibbs, Ralph Anthony. "Earnings Smoothing and Strategic Change." Academy of Management Proceedings 2020, no. 1 (August 2020): 21162. http://dx.doi.org/10.5465/ambpp.2020.21162abstract.

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33

Sastry, M. Anjali, Michael L. Tushman, and Philip Anderson. "Managing Strategic Innovation and Change." Administrative Science Quarterly 44, no. 2 (June 1999): 420. http://dx.doi.org/10.2307/2667003.

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34

Gutschi, Dieter, and Patricia Klarner. "Ceo Curiosity and Strategic Change." Academy of Management Proceedings 2021, no. 1 (August 2021): 13601. http://dx.doi.org/10.5465/ambpp.2021.13601abstract.

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35

Huy, Quy Nguyen, Scott Sonenshein, and Henrik Bresman. "Leading Strategic Change Under Uncertainty." Academy of Management Proceedings 2016, no. 1 (January 2016): 11518. http://dx.doi.org/10.5465/ambpp.2016.54.

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36

Oliver, Christine, C. R. Hinings, and Royston Greenwood. "The Dynamics of Strategic Change." Academy of Management Review 16, no. 1 (January 1991): 212. http://dx.doi.org/10.2307/258616.

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37

Johnson, Gerry. "PROCESSES OF MANAGING STRATEGIC CHANGE." Management Research News 11, no. 4/5 (April 1988): 43–46. http://dx.doi.org/10.1108/eb027990.

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38

Kunisch, Sven, Jean M. Bartunek, Johanna Mueller, and Quy N. Huy. "Time in Strategic Change Research." Academy of Management Annals 11, no. 2 (June 2017): 1005–64. http://dx.doi.org/10.5465/annals.2015.0133.

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39

MacLean, Donald, and Robert MacIntosh. "Strategic change as creative action." International Journal of Strategic Change Management 4, no. 1 (2012): 80. http://dx.doi.org/10.1504/ijscm.2012.045827.

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40

Barr, Donald A. "Strategic Management or Environmental Change." Administration & Society 30, no. 4 (September 1998): 374–92. http://dx.doi.org/10.1177/0095399798304003.

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41

Belmonte, Rocco W., and Richard J. Murray. "GETTING READY FOR STRATEGIC CHANGE." Information Systems Management 10, no. 3 (January 1993): 23–29. http://dx.doi.org/10.1080/10580539308906940.

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42

Kemp, Karen K. "Strategic Change in GIScience Education." Annals of GIS 5, no. 1 (June 1999): 24–29. http://dx.doi.org/10.1080/10824009909480510.

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43

O’Mara, Charles E., Paul W. Hyland, and Ross L. Chapman. "Performance measurement and strategic change." Managing Service Quality: An International Journal 8, no. 3 (June 1998): 178–82. http://dx.doi.org/10.1108/09604529810215657.

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44

Feurer, Rainer, and Kazem Chaharbaghi. "Performance measurement in strategic change." Benchmarking for Quality Management & Technology 2, no. 2 (June 1995): 64–83. http://dx.doi.org/10.1108/14635779510090472.

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45

Waring, Diane. "The Dynamics of Strategic Change." Journal of the Operational Research Society 40, no. 11 (November 1989): 1056–57. http://dx.doi.org/10.1057/jors.1989.183.

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46

Stapenhurst, Tim. "Strategic Management: Awareness and Change." Journal of the Operational Research Society 42, no. 6 (June 1991): 515. http://dx.doi.org/10.1057/jors.1991.102.

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47

Hassard, John, and Sudi Sharifi. "Corporate Culture and Strategic Change." Journal of General Management 15, no. 2 (December 1989): 4–19. http://dx.doi.org/10.1177/030630708901500201.

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48

Chen, Zhe, and Robert S. Siegler. "VII. Components of Strategic Change." Monographs of the Society for Research in Child Development 65, no. 2 (April 2000): 43–58. http://dx.doi.org/10.1111/1540-5834.00080.

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49

Thomson, Andrew, Andrew Pettigrew, and Nick Rubashow. "British management and strategic change." European Management Journal 3, no. 3 (December 1985): 165–73. http://dx.doi.org/10.1016/s0263-2373(85)80007-4.

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50

Lloyd, Bruce. "Strategic management: Awareness and change." Long Range Planning 24, no. 2 (April 1991): 121. http://dx.doi.org/10.1016/0024-6301(91)90117-7.

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