Strategic change: the effects of founding and history

Article Abstract:

The research reported here examined the evolution of strategy over time and the conditions under which change in strategy is likely. Findings show that characteristics of an organization's founding imprint its initial strategy by contributing to an internal consensus around a given strategic approach. Conditions subsequent to founding also influence the degree to which an initial strategy is perpetuated. The study examined perspectives on organizational change and inertia and further developed them to explain the role of history and precedence in shaping strategic action. (Reprinted by permission of the publisher.)

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Strategic change: the influence of managerial characteristics and organizational growth

Article Abstract:

This study examined how chief executive and top management team characteristics interact with organizational performance to influence strategic change. Results indicate that poor performance, long chief executive and top management team tenures, and high diversity in top management team tenure are associated with greater levels of strategic change. In addition, poor performance moderated the relationship between managerial characteristics and strategic change, increasing the likelihood of the latter. (Reprinted by permission of the publisher.)

Performance, Executives, Corporate growth

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Turbulence at the top: a new perspective on governance structure changes and strategic change

Article Abstract:

Organizational theorists have traditionally focused attention on the relationship between chief executive officer (CEO) succession and strategic change. This study extends that perspective and explores the effects of changes in an organization's management, ownership, and board of directors on the process of strategic change. The results of this research suggest that changes in ownership and board have significant independent and interactive effects on strategic change. (Reprinted by permission of the publisher.)

Analysis, Management, Planning, Corporate directors, Corporations, Management research, Chief executive officers, Succession planning (Business)

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