Strategy restoration

Detalhes bibliográficos
Autor(a) principal: Miller, K.
Data de Publicação: 2019
Outros Autores: Gomes, Emanuel, Lehman, D.
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
Texto Completo: https://doi.org/10.1016/j.lrp.2018.10.005
Resumo: Discussions of strategic change generally assume that managers strive to break free from the constraints of their organization's past so that they can forge ahead into the future. However, some organizations instead opt to reinterpret and reenact abandoned strategies drawn from their own history. Such actions are largely unaccounted for in the literature on strategic change. Accordingly, we propose here a conceptualization of a distinct type of strategic change that we call “strategy restoration.” We first outline how strategy restoration fills a gap in current understandings of strategic change. We then elaborate conditions that motivate and enable organizations to pursue strategy restoration rather than other types of strategic change. Two components of the framework—organizational traditionality and memory—characterize the organization itself, and two—nostalgia and perceptions of the organization's authenticity—characterize the market in which the organization operates. The proposed conceptualization of strategy restoration and discussion of its underlying mechanisms carry implications for researchers and managers.
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spelling Strategy restorationAuthenticityHistoryNostalgiaOrganizational memorySensemakingStrategic changeStrategy restorationTraditionalityDiscussions of strategic change generally assume that managers strive to break free from the constraints of their organization's past so that they can forge ahead into the future. However, some organizations instead opt to reinterpret and reenact abandoned strategies drawn from their own history. Such actions are largely unaccounted for in the literature on strategic change. Accordingly, we propose here a conceptualization of a distinct type of strategic change that we call “strategy restoration.” We first outline how strategy restoration fills a gap in current understandings of strategic change. We then elaborate conditions that motivate and enable organizations to pursue strategy restoration rather than other types of strategic change. Two components of the framework—organizational traditionality and memory—characterize the organization itself, and two—nostalgia and perceptions of the organization's authenticity—characterize the market in which the organization operates. The proposed conceptualization of strategy restoration and discussion of its underlying mechanisms carry implications for researchers and managers.NOVA School of Business and Economics (NOVA SBE)RUNMiller, K.Gomes, EmanuelLehman, D.2022-09-14T00:31:46Z2019-102019-10-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttps://doi.org/10.1016/j.lrp.2018.10.005eng0024-6301PURE: 6038608https://www.sciencedirect.com/science/article/pii/S0024630118300177https://doi.org/10.1016/j.lrp.2018.10.005info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T04:37:40Zoai:run.unl.pt:10362/84517Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:36:29.799352Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse
dc.title.none.fl_str_mv Strategy restoration
title Strategy restoration
spellingShingle Strategy restoration
Miller, K.
Authenticity
History
Nostalgia
Organizational memory
Sensemaking
Strategic change
Strategy restoration
Traditionality
title_short Strategy restoration
title_full Strategy restoration
title_fullStr Strategy restoration
title_full_unstemmed Strategy restoration
title_sort Strategy restoration
author Miller, K.
author_facet Miller, K.
Gomes, Emanuel
Lehman, D.
author_role author
author2 Gomes, Emanuel
Lehman, D.
author2_role author
author
dc.contributor.none.fl_str_mv NOVA School of Business and Economics (NOVA SBE)
RUN
dc.contributor.author.fl_str_mv Miller, K.
Gomes, Emanuel
Lehman, D.
dc.subject.por.fl_str_mv Authenticity
History
Nostalgia
Organizational memory
Sensemaking
Strategic change
Strategy restoration
Traditionality
topic Authenticity
History
Nostalgia
Organizational memory
Sensemaking
Strategic change
Strategy restoration
Traditionality
description Discussions of strategic change generally assume that managers strive to break free from the constraints of their organization's past so that they can forge ahead into the future. However, some organizations instead opt to reinterpret and reenact abandoned strategies drawn from their own history. Such actions are largely unaccounted for in the literature on strategic change. Accordingly, we propose here a conceptualization of a distinct type of strategic change that we call “strategy restoration.” We first outline how strategy restoration fills a gap in current understandings of strategic change. We then elaborate conditions that motivate and enable organizations to pursue strategy restoration rather than other types of strategic change. Two components of the framework—organizational traditionality and memory—characterize the organization itself, and two—nostalgia and perceptions of the organization's authenticity—characterize the market in which the organization operates. The proposed conceptualization of strategy restoration and discussion of its underlying mechanisms carry implications for researchers and managers.
publishDate 2019
dc.date.none.fl_str_mv 2019-10
2019-10-01T00:00:00Z
2022-09-14T00:31:46Z
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dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv 0024-6301
PURE: 6038608
https://www.sciencedirect.com/science/article/pii/S0024630118300177
https://doi.org/10.1016/j.lrp.2018.10.005
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