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Measuring and modelling changes in strategy: Theoretical foundations and empirical directions

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  • Ari Ginsberg

Abstract

Confronted by increasingly turbulent and complex environments, general managers have become more interested in understanding the conditions and forces that enable or disable successful changes in organizational strategies. Yet, largely because of their tendency to use fuzzy definitions and inadequate methodologies, empirical studies of changes in strategy have not provided practitioners with a set of well‐tested theories. To provide a basis for circumscribing, evaluating, and directing future research, this paper begins by developing a framework for assessing and modelling changes in strategy. After discussing the forces that influence their occurrence and performance outcomes, the paper reviews a representative sample of empirical studies in terms of two major questions: (1) how are changes in strategy conceptualized and modelled? and (2) what methods of observation and analysis are employed? This review concludes with a report of important patterns and concerns followed by suggestions for future research.

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  • Ari Ginsberg, 1988. "Measuring and modelling changes in strategy: Theoretical foundations and empirical directions," Strategic Management Journal, Wiley Blackwell, vol. 9(6), pages 559-575, November.
    • Handle: RePEc:bla:stratm:v:9:y:1988:i:6:p:559-575
    DOI: 10.1002/smj.4250090604
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