A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy

Burgelman, Robert A.

doi:10.2307/257168

Cited by 364 publications

(480 citation statements)

References 0 publications

Supporting

Mentioning

439

Contrasting

Unclassified

Order By: Relevance

“…Over time, this freedom may result in the actual decision-making and resource allocation processes exercising some 'stress' on the strategic intent. This process is identical to what Burgelman (1983aBurgelman ( , 1983bBurgelman ( , 1990Burgelman ( , 1991 has referred to as autonomous processes of strategy making: 'such autonomous initiatives are often significantly different from induced ones in terms of technology employed, customer functions served, and/or customer groups targeted. They often derive from new combinations of individual and organizational skills and capabilities (Penrose, 1959;Teece, 1982) that are not currently recognized as distinctive or centrally important to the firm' (Burgelman, 1991: 246).…”

Section: Forces Influencing the Evolution Of Strategic Intentmentioning

confidence: 84%

See 1 more Smart Citation

Strategy as guided evolution

2000

View full text Add to dashboard Cite

Section: Forces Influencing the Evolution Of Strategic Intentmentioning

confidence: 84%

“…The distinction is perhaps best explained by contrasting our model with that of Burgelman's (1983aBurgelman's ( , 1991Burgelman's ( , 1994, which is both the closest in spirit to our conceptualization and also the model that our work directly builds on.…”

Section: A Realistic Role Of Leadershipmentioning

confidence: 99%

Strategy as guided evolution

2000

View full text Add to dashboard Cite

“…Four main areas of CE research were found relating to strategy; structure; reward and resources; and management support and how these influence CE activity. The most influential contribution to our working model was Burgelman's (1983) model of strategic behaviour, corporate context and the concept of strategy (see Figure 3). The model shows two very different strategic processes, or loops occurring simultaneously in large complex firms.…”

Section: Corporate Entrepreneurshipmentioning

confidence: 99%

“…More recently, researchers have proposed that the more successful CE activities may be linked with the broader OL processes. These increase an organization's ability to assess its environment and respond by creating and commercializing new knowledgeintensive products, processes and services (Burgelman, 1983;Kanter, 1985;Zahra, 1995;Zahra et al, 1999). Our intention is to explore the possible inter-relationships between the two concepts, but first we examine corporate entrepreneurship and then organizational learning individually.…”

Section: Introductionmentioning

confidence: 99%

Corporate entrepreneurship and organizational learning: a review of the literature and the development of a conceptual framework

Sambrook

Roberts

2005

Strat. Change

View full text Add to dashboard Cite

᭹This paper is the outcome of an extensive review of the literature concerning the broad fields of corporate entrepreneurship (CE) and organizational learning (OL). First, the CE and OL literature is examined, exploring the intra-relationships and processes within each field. Second, the literature that explores the overlapping processes and interrelationships that link these two fields of research is critiqued. Third, a conceptual framework is presented which underpins future empirical research that explores the possible interactions and synergies between CE and OL. ᭹ Interest in CE and OL has escalated over the past two decades as, individually, they provide possible ways of addressing contemporary organizational problems, such as the need to constantly encourage and manage strategic change. More recently, there has been interest in the potential links between the two concepts to enhance the effectiveness of each. ᭹ Definitions, theories and models within CE and OL literature are numerous and diverse. Some of the key contributions are presented, followed by an exploration of how these theories and models relate to each other and how they differ. The complexities and contradictions within both the CE and OL literature are clarified, and it is noted that much theorizing lacks empirical evidence. ᭹ The paper concludes by presenting a conceptual framework with two related models of the CE/OL relationship. Specific research questions are identified which, if empirically researched, could contribute to a more informed understanding of the complex and dynamic relationship between CE and OL and their impact on strategic change.

show abstract

“…In all these cases, there are multiple realities at work within organizations, all of them the product of social exchange between organizational actors (Gergen and Thatchenkery, 1996). Indeed, managers who recognize multiple realities at work within the organizational setup have been known to deploy them simultaneously to organizational advantage (Burgelman, 1983).…”

Section: The Value Of Constructivism In Strategy Researchmentioning

confidence: 99%