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The strategic importance of top management resistance: extending Alfred D. Chandler

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The strategic importance of top management resistance: extending Alfred D. Chandler. / Friesl, Martin; Kwon, Winston .
In: Strategic Organization, Vol. 15, No. 1, 02.2017, p. 100-112.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Friesl, M & Kwon, W 2017, 'The strategic importance of top management resistance: extending Alfred D. Chandler', Strategic Organization, vol. 15, no. 1, pp. 100-112. https://doi.org/10.1177/1476127016665253

APA

Friesl, M., & Kwon, W. (2017). The strategic importance of top management resistance: extending Alfred D. Chandler. Strategic Organization, 15(1), 100-112. https://doi.org/10.1177/1476127016665253

Vancouver

Friesl M, Kwon W. The strategic importance of top management resistance: extending Alfred D. Chandler. Strategic Organization. 2017 Feb;15(1):100-112. Epub 2016 Aug 24. doi: 10.1177/1476127016665253

Author

Friesl, Martin ; Kwon, Winston . / The strategic importance of top management resistance : extending Alfred D. Chandler. In: Strategic Organization. 2017 ; Vol. 15, No. 1. pp. 100-112.

Bibtex

@article{dbffc56c9c2946adbe75c059d8bd83d8,
title = "The strategic importance of top management resistance: extending Alfred D. Chandler",
abstract = "We investigate the role of top management resistance against bottom-up initiatives for strategic change. While resistance has been mostly considered leading to inertia and rigidity by maintaining a particular strategic path, some scholars make the counterintuitive point that resistance could also be a facilitator of change. In this essay, we argue that such a generative perspective of top management resistance has important implications for strategy research. To do so, we draw on Alfred D. Chandler{\textquoteright}s historic account of the emergence of the M-form at DuPont at the beginning of the 20th century. Based on this case, we illustrate three generative mechanisms of top management resistance for strategic change: the reframing, restructuring and the recoupling of strategic initiatives. We build on these generative mechanisms in order to develop implications for future research.",
keywords = "Resistance, Strategic change, Strategic Initiatives, emergent strategy, strategy as practice, topics and perspectives",
author = "Martin Friesl and Winston Kwon",
year = "2017",
month = feb,
doi = "10.1177/1476127016665253",
language = "English",
volume = "15",
pages = "100--112",
journal = "Strategic Organization",
issn = "1476-1270",
publisher = "SAGE Publications Ltd",
number = "1",

}

RIS

TY - JOUR

T1 - The strategic importance of top management resistance

T2 - extending Alfred D. Chandler

AU - Friesl, Martin

AU - Kwon, Winston

PY - 2017/2

Y1 - 2017/2

N2 - We investigate the role of top management resistance against bottom-up initiatives for strategic change. While resistance has been mostly considered leading to inertia and rigidity by maintaining a particular strategic path, some scholars make the counterintuitive point that resistance could also be a facilitator of change. In this essay, we argue that such a generative perspective of top management resistance has important implications for strategy research. To do so, we draw on Alfred D. Chandler’s historic account of the emergence of the M-form at DuPont at the beginning of the 20th century. Based on this case, we illustrate three generative mechanisms of top management resistance for strategic change: the reframing, restructuring and the recoupling of strategic initiatives. We build on these generative mechanisms in order to develop implications for future research.

AB - We investigate the role of top management resistance against bottom-up initiatives for strategic change. While resistance has been mostly considered leading to inertia and rigidity by maintaining a particular strategic path, some scholars make the counterintuitive point that resistance could also be a facilitator of change. In this essay, we argue that such a generative perspective of top management resistance has important implications for strategy research. To do so, we draw on Alfred D. Chandler’s historic account of the emergence of the M-form at DuPont at the beginning of the 20th century. Based on this case, we illustrate three generative mechanisms of top management resistance for strategic change: the reframing, restructuring and the recoupling of strategic initiatives. We build on these generative mechanisms in order to develop implications for future research.

KW - Resistance

KW - Strategic change

KW - Strategic Initiatives

KW - emergent strategy

KW - strategy as practice

KW - topics and perspectives

U2 - 10.1177/1476127016665253

DO - 10.1177/1476127016665253

M3 - Journal article

VL - 15

SP - 100

EP - 112

JO - Strategic Organization

JF - Strategic Organization

SN - 1476-1270

IS - 1

ER -