TY - JOUR
T1 - The strategy and change interface
T2 - understanding “enabling” processes and cognitions
AU - Zubac, Angelina
AU - Dasborough, Marie
AU - Hughes, Kate
AU - Jiang, Zhou
AU - Kirkpatrick, Shelley
AU - Martinsons, Maris G.
AU - Tucker, Danielle
AU - Zwikael, Ofer
N1 - Publisher Copyright:
© 2021, Emerald Publishing Limited.
PY - 2021
Y1 - 2021
N2 - The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude our editorial by identifying some yet unanswered questions.
AB - The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude our editorial by identifying some yet unanswered questions.
KW - Change management
KW - Cognitions
KW - Dynamic capabilities
KW - Horizontal alignment
KW - Institutions
KW - Microfoundations
KW - Organizational change
KW - Processes
KW - Strategic projects
KW - Strategy
KW - Strategy implementation
KW - Transformation
UR - http://www.scopus.com/inward/record.url?scp=85106219436&partnerID=8YFLogxK
U2 - 10.1108/MD-03-2021-083
DO - 10.1108/MD-03-2021-083
M3 - Article
SN - 0025-1747
VL - 59
SP - 481
EP - 505
JO - Management Decision
JF - Management Decision
IS - 3
ER -