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Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response

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  • Pamela S. Barr
  • Anne S. Huff

Abstract

There is general consensus in the strategy literature that successful firms alter strategy to address changes in their environments and enact more favourable conditions. Studies of organizational change suggest that this adjustment is not always made in a timely manner. Different beliefs about cause and effect have been established as a plausible explanation for differential responses to environmental change. This exploratory study of six pharmaceutical firms suggests more specifically that multiple concepts associated with environmental changes must be directly linked to organizational performance before new strategies are initiated. The results emphasize the importance of stress as a precursor to strategic response and have implications for the way we conceptualize `response' when referring to significant changes in strategy.

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  • Pamela S. Barr & Anne S. Huff, 1997. "Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response," Journal of Management Studies, Wiley Blackwell, vol. 34(3), pages 337-370, May.
    • Handle: RePEc:bla:jomstd:v:34:y:1997:i:3:p:337-370
    DOI: 10.1111/1467-6486.00054
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    Cited by:

    1. Barker, Vincent III & Barr, Pamela S., 2002. "Linking top manager attributions to strategic reorientation in declining firms attempting turnarounds," Journal of Business Research, Elsevier, vol. 55(12), pages 963-979, December.
    2. Andreea N. Kiss & Pamela S. Barr, 2015. "New venture strategic adaptation: The interplay of belief structures and industry context," Strategic Management Journal, Wiley Blackwell, vol. 36(8), pages 1245-1263, August.
    3. Taplin, Ian M., 2006. "Strategic change and organisational restructuring: How managers negotiate change initiatives," Journal of International Management, Elsevier, vol. 12(3), pages 284-301, September.
    4. Onufrey, Ksenia & Bergek, Anna, 2021. "Transformation in a mature industry: The role of business and innovation strategies," Technovation, Elsevier, vol. 105(C).
    5. Wenwen Zhao & Taiwen Feng & Xuexiang Xin & Guangyi Hao, 2021. "How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity," Business Strategy and the Environment, Wiley Blackwell, vol. 30(1), pages 489-506, January.
    6. Daniella Laureiro‐Martínez & Stefano Brusoni, 2018. "Cognitive flexibility and adaptive decision‐making: Evidence from a laboratory study of expert decision makers," Strategic Management Journal, Wiley Blackwell, vol. 39(4), pages 1031-1058, April.
    7. Craig, Justin B. & Dibrell, Clay & Garrett, Robert, 2014. "Examining relationships among family influence, family culture, flexible planning systems, innovativeness and firm performance," Journal of Family Business Strategy, Elsevier, vol. 5(3), pages 229-238.
    8. Markku V. J. Maula & Thomas Keil & Shaker A. Zahra, 2013. "Top Management’s Attention to Discontinuous Technological Change: Corporate Venture Capital as an Alert Mechanism," Organization Science, INFORMS, vol. 24(3), pages 926-947, June.
    9. Basu, Shubhabrata & Aulakh, Preet S. & Munjal, Surender, 2021. "Pluralistic ignorance, risk perception, and the governance of the dark side in peer-to-peer transactions: Evidence from the Indian banking industry," Journal of Business Research, Elsevier, vol. 129(C), pages 328-340.
    10. Rai Niharika, 2004. "Environmental Scanning in High Velocity Environment," IIMA Working Papers WP2004-05-04, Indian Institute of Management Ahmedabad, Research and Publication Department.
    11. Chaney, Damien & Marshall, Roger, 2013. "Social legitimacy versus distinctiveness: Mapping the place of consumers in the mental representations of managers in an institutionalized environment," Journal of Business Research, Elsevier, vol. 66(9), pages 1550-1558.
    12. Dean A. Shepherd & Jeffery S. Mcmullen & William Ocasio, 2017. "Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action," Strategic Management Journal, Wiley Blackwell, vol. 38(3), pages 626-644, March.
    13. William C. Bogner & Pamela S. Barr, 2000. "Making Sense in Hypercompetitive Environments: A Cognitive Explanation for the Persistence of High Velocity Competition," Organization Science, INFORMS, vol. 11(2), pages 212-226, April.
    14. Michael L. McDonald & Poonam Khanna, 2013. "When Will They Learn? An Accountability Theory Perspective On The Effects Of Board Of Director Decision Monitoring On Ceo Learning," Working Papers 0215mgt, College of Business, University of Texas at San Antonio.
    15. Roger Marshall & David Bibby & Na WoonBong, 2013. "Making Sense of Complex Marketing Decision Systems: Decision System Analysis," International Journal of Business and Economics, School of Management Development, Feng Chia University, Taichung, Taiwan, vol. 12(2), pages 121-130, December.
    16. Hale Dilek Suer & Florence Allard-Poesi, 2013. "How do judgments of justice form during periods of change: a sensemaking model," Post-Print hal-01123798, HAL.
    17. Jose L. Barbero & Alicia Ramos & Catherine Chiang, 2017. "Restructuring in dynamic environments: a dynamic capabilities perspective," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 26(4), pages 593-615.

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