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᭹Most scholars and practitioners describe strategic change in quite positive terms. Ironically, failures, mistakes and breakdowns are much easier to find than successful strategic change. This article outlines some alternative ways of thinking about the topic:(1) the classical approach, (2) the contingency approach, (3) the behavioural approach and (4) the political approach. ᭹ One of the key innovations in appreciating change is to see the pluralistic nature of the change literature, represented by a range of views, each with their strengths and limitations.The theoretical debate on strategic change remains inconclusive. However, a new managerial logic is beginning to manifest, where greater attention is paid to the dynamic and continuous processes involved in changing.It is argued that this shift in thinking addresses the challenge to progress beyond strategic change as well as strategy formulation, to a more holistic approach.

PurposeThe purpose of this paper is to show that knowledge management (KM) practitioners usually describe implementation in ideal and positive terms, such as making KM strategy happen, putting ideas into practice or turning embryonic KM strategies into reality. Research has been mainly confined to failures or mistakes in implementation.Design/methodology/approachThis conceptual paper seeks to coalesce some of the scholarly contributions about implementation success and failure, by providing an overview and critical analysis of configurational theory as an alternative approach in research and thinking about KM implementation issues.FindingsThis paper reviews the dominant approaches to KM implementation. It looks at the past academic and business practice literature on KM and calls for a radical change in the way of thinking and studying KM implementation, which incorporates configuration and contextual theories.Originality/valueThis paper provides an understanding of implementation from a holistic perspective, which allows divergent paradigms and perspectives to co‐exist, yet when able to recognise both strengths and limitations of each, it ultimately contributes to a more robust and coherent final analysis of KM implementation.

Purpose The purpose of this paper is to build on the configurational approach to strategic thinking – with the “écocycle” framework – to advance the understanding of the organizational life cycle. This integrative approach brings new insights into the dynamism of organizational life cycle. Design/methodology/approach This framework builds on analysis of the literature on organizational life cycle and extensive consulting and teaching experience with business executives. Findings The framework highlights the complex and dynamic nature of thinking and decision making in organizations. It suggests a spectrum of multiple ways of thinking over time, as strategy changes to accommodate each organization’s challenging environment. Originality/value The “ecocycle” framework progresses the understanding of organizational life cycle, by incorporating the diverse factors and features into a more unified, holistic and synthetic approach. The framework challenges the linear sequential view of organizational life cycle, and suggests the process of strategy development is not comprised of independent forms or alternative choices, but rather different business practices of organizations aligned with different stages of the strategic thinking cycle.

PurposeFrom humble beginnings, Casella Wines has become Australia's greatest wine producer. The purpose of this paper is to describe how the company has become so successful.Design/methodology/approachThe paper comprises many quotes from John Castella, Managing Director of Casella Wines, among others, and covers various areas of the business, for example, foundation building, core enhancement strategy, product/market strategy, hiring policy, and brand building.FindingsFor Casella, real success is measured in terms of how proud the family is to make a contribution to wine making and to Australia, as the country of adoption for its post‐war Italian immigrant founders more than five decades ago. Above all, the winery is much today as it was then – all about sustaining family relationships, sharing good wines with good friends, and passing on wine making skills to the next generation so they can, in due time, carry on the family tradition.Originality/valueThis paper would make a useful, research‐informed teaching case, highlighting the phenomenal growth of the yellowtail brand and the family business that developed it.