Strategic change: A systematic review, synthesis, and a future research agenda

Author:

Acciarini Chiara12ORCID,Boccardelli Paolo1,Peruffo Enzo13

Affiliation:

1. Department of Business and Management Luiss University Rome Italy

2. Department of Computer Control and Management Engineering “Antonio Ruberti” University of Rome La Sapienza Rome Italy

3. Department of Business and Management Luiss University, Luiss Business School Rome Italy

Abstract

AbstractStrategic change (SC) is widely addressed in the scholarly domain and continues to gain momentum in the rapidly evolving landscape of today's business world. What are the antecedents, processes, outcomes, and who are the actors in SC? We address this question through a systematic review of SC that suggests new avenues for management research and offers important reflections for practice regarding: (i) the main factors responsible for determining SC; (ii) the principal actions and methods adopted to implement SC; (iii) the main effects associated with SC; and (iv) the actors responsible for directing SC. By synthesizing and integrating the extant research, this review develops a framework of types of antecedents (i.e., internal and external), processes (i.e., initiation, implementation, sensemaking, and sensegiving), outcomes (i.e., adaptive and disruptive), and actors (i.e., chief executive officer [CEO], board of directors, top management team [TMT], and collective leadership) of SC. Our review culminates in the development of a series potential avenues for future research.

Publisher

Wiley

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