416 pages | 19 B/W Illus.
Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change.
Firstly, by providing a summary of the literature, this research anthology helps graduate students and new researchers grasp the current state of affairs in the field. Secondly, this research anthology will help update the knowledge base of the existing researchers in the field. By bringing together various studies, the research anthology determines the core concepts of the field and elucidates the key gaps and future research areas. Through contributions building on the knowledge bases of other disciplines, this research anthology develops an interdisciplinary research agenda, giving the reader an in-depth understanding of the mediating, moderating, and antecedent variables concerning strategic renewal.
Strategic Renewal aims to provide a state-of-understanding to the subject, as well as a clear picture of the cross-disciplinary landscape that informs the subject. Thus, this research anthology is essential reading for managers, consultants, and other practitioners, as well as students and scholars of business.
1: Introduction 1.1: A Brief Look at the Strategic Renewal Literature 2: Core Concepts 2.1: Strategic Renewal and Dynamic Capabilities: Managing Uncertainty, Irreversibilities, and Congruence 2.2: Corporate Strategic Change towards Sustainability: A Dynamic Capabilities View 2.3: Towards a Cognitive Dimension in the Organizational Ambidexterity Framework 2.4: Knowledge Management Practices for Stimulating Incremental and Radical Product Innovation 2.5: Boards of Directors and Strategic Renewal: How do Human and Relational Capital Matter 3: Psychological Antecedents and Micro-Foundations of Strategic Renewal 3.1: Emotion and Strategic Renewal 3.2: The micro-foundations of strategic renewal: Middle managers’ job design, strategic change culture, organizational effectiveness unit, and innovative work behavior 3.3: Regulatory Focus as a Mediator of Environmental Dynamism and Decentralization on Managers’ Exploration and Exploitation Activities 3.4: Should I Stay or Should I go? The Individual Antecedents of Noticing and Embracing Strategic Change 4: Strategic Renewal beyond Organizational and National Boundaries 4.1: Strategic Renewal through Mergers and Acquisitions: The Role of Ambidexterity 4.2: Developing Alliance Capability for Strategic Renewal 4.3: Innovation in Foreign and Domestic Firms: The Advantage of Foreignness in Innovation and the Advantage of Localness in Innovation 5: Interdisciplinary Perspectives and Future Directions 5.1: Strategic Renewal in Services: The Role of the Top Management Team’s Social Relationships 5.2: Institutional Complexity and Strategic Renewal 5.3: Patent-Based Measures in Strategic Management Research: A Review and Assessment 5.4: Strategic Renewal in the Digital Age: The Digital Marketing Core as a Starting Point 5.5: Dynamic Game Plans: Using Gamification to Entrain Strategic Renewal with Environmental Velocity
This innovative series explores the role of innovation and innovation management and technological advances from an organizational perspective. This series brings together theories from a wide range of individual disciplines and examines both the internal understanding and management and also an external, shareholder perspective. Routledge Studies in Innovation, Organizations and Technology (RIOT!) features cutting -edge research addressing all the major issues in business and management today, helping to define and advance the field.