New CEO intervention and dynamics of deliberate strategic change

Greiner, Larry E.; Bhambri, Arvind

doi:10.1002/smj.4250100707

Cited by 122 publications

(82 citation statements)

References 47 publications

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“…Interestingly, organizational performance, age, and length of tenure of the founding entrepreneur influence the degree to which a founding strategy endures and thus, the prospects for strategic change (Boeker, 1989). In fact, new CEOs are often recruited to attempt strategic changes upon entering the organization (Greiner and Bhambri, 1989).…”

Section: Question 1: Is Strategy An Art or A Science?mentioning

confidence: 99%

Variations in Strategic Philosophy among American and Mexican Managers

Parnell

2004

Journal of Business Ethics

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Section: Question 1: Is Strategy An Art or A Science?mentioning

confidence: 99%

Variations in Strategic Philosophy among American and Mexican Managers

Parnell

2004

Journal of Business Ethics

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“…Companies are dynamic entities, evolving over time, reflective of leadership change and associated significant shifts or re-orientation of corporate strategy (Rylander and Peppard, 2003;Tushman and Rosenkopf, 1996;Ginsberg and Abrahamson, 1991;Greiner and Bhambri, 1989). Likewise, the importance of particular aspects of IC to achieve organisational objectives enshrined in corporate strategy may fluctuate (Cabrita and Vaz, 2006).…”

Section: Introductionmentioning

confidence: 99%

Intellectual capital reporting, leadership and strategic change

Slack

Munz

2016

Journal of Applied Accounting Research

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Intellectual capital reporting, leadership and strategic change. AbstractPurpose A change in leadership can signal a shift in corporate strategy to drive future value creation. To help achieve this, a different emphasis may be placed upon the intellectual capital (IC) resources within the organisation. This research examines the changes in volume, composition and emphasis of IC disclosure in annual reports mapped against the reorientation of corporate strategy and associated leadership change.Design/methodology/approach A longitudinal period of over three decades (1979 to 2010) is examined. Adopting a case based approach, Daimler AG is purposively selected for this research having a number of distinct changes in strategy over the period, reflective of leadership change. Using content analysis, annual report IC related disclosures (structural, relational and human capital) by Daimler AG are examined, by category and more detailed sub-categories, against corporate strategy. FindingsThe composition and emphasis of IC disclosures found in the annual reports changes over the longitudinal period and is reflective of the prevailing corporate strategy at that time. There were four identified periods of strategy, each associated with leadership change. The prevalence and qualitative focus of IC disclosures relevant to each period reflects the importance of respective IC components in corporate value creation. Research limitations/implicationsThe research is based on annual report IC disclosures within one case company and hence reflect the messages conveyed by that company over the longitudinal period. Additionally, we recognise that the annual report is only one source of corporate information, but as a historic record it serves to consistently capture management disclosure over a long time period. Future research, adopting an econometric approach, could further test the linkages between leadership change, strategic shift and IC related disclosure. Practical implicationsThe research reveals how IC related disclosure shifts to reflect leadership and strategic change within a case company. Through such disclosure, we are able to gain greater insight into how a specific business seeks to create value drawing on the components of IC underpinning corporate strategy. Originality/valueThe research provides new insights into IC disclosure by mapping its content and emphasis against changes in corporate strategy. This has contemporary significance due to the wider disclosure debate concerning strategy a...

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“…Organizational performance, age, and length of tenure of the founding entrepreneur influence the degree to which a founding strategy endures and thus, the prospects for strategic change. New CEOs are often recruited to attempt strategic changes upon entering the organization (Greiner & Bhambri, 1989).…”

Section: Commitment Flexibility and Dynamic Strategiesmentioning

confidence: 99%

Assessing Theory and Practice in Competitive Strategy: Challenges and Future Directions

Parnell¹

2008

JCC: The Business and Economics Research Journal

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New CEO intervention and dynamics of deliberate strategic change

Cited by 122 publications

References 47 publications

Variations in Strategic Philosophy among American and Mexican Managers

Variations in Strategic Philosophy among American and Mexican Managers

Intellectual capital reporting, leadership and strategic change

Assessing Theory and Practice in Competitive Strategy: Challenges and Future Directions

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