Affiliation:
1. Lancaster University Management School, UK
2. University of Edinburgh Business School, UK
Abstract
We investigate the role of top management resistance against strategic initiatives for bottom-up 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.
Subject
Strategy and Management,Industrial relations,Education,Business and International Management
Cited by
8 articles.
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