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Facilitating Strategic Renewal by Managing Strategic Role Conflict

In: Handbook of Top Management Teams

Author

Listed:
  • Steven W. Floyd
  • Peter J. Lane

Abstract

We use the term ‘strategic renewal’ to refer to an evolutionary view of strategic change (Barnett and Burgelman, 1996; Burgelman, 1983; Huff et al., 1992; Nelson and Winter, 1982). It is an iterative process of belief, action and learning that can align the organisation’s strategy with changing environmental circumstances (Doz, 1996; Huff et al., 1992; Johnson, 1988). Long periods of incremental adjustment (single loop learning) are broken by bursts of revolutionary change (double loop learning) (Argyris, 1976; Gersick, 1991; Tushman and Anderson, 1986). Successful strategic renewal overcomes the inertial forces embodied in the organisation’s established strategy and closes the gap between its existing core competencies and the evolving basis of competitive advantage in the industry (Agarwal and Helfat, 2009; Burgelman, 1991, 1994; Huff et al., 1992; Hurst et al., 1989).

Suggested Citation

  • Steven W. Floyd & Peter J. Lane, 2010. "Facilitating Strategic Renewal by Managing Strategic Role Conflict," Palgrave Macmillan Books, in: Frank Bournois & Jérôme Duval-Hamel & Sylvie Roussillon & Jean-Louis Scaringella (ed.), Handbook of Top Management Teams, chapter 52, pages 449-459, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-30533-5_53
    DOI: 10.1057/9780230305335_53
    as

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