Radical strategic and structural change: occurrence, antecedents and consequences

Wischnevsky, J. Daniel; Damanpour, Fariborz

doi:10.1504/ijtm.2008.020698

Cited by 10 publications

(16 citation statements)

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“…Согласно третьей классификации, управленческие инновации различаются по их влиянию на структуру и стратегию [Руководство Осло, 2010;Карлик, Платонов, 2015;Chandler, 1962;Mintzberg, 1979;Wischnevsky, Damanpour, 2008;Batkovskiy et al, 2016]. Основной вопрос здесь таков: что первично -стратегия или структура?…”

Section: методология исследованияunclassified

“…Основной вопрос здесь таков: что первично -стратегия или структура? Авторы работы [Wischnevsky, Damanpour, 2008] на примере банков США предложили свой подход, где управленческие инновации классифицируются по двум критериям: влиянию на структуру и стратегию и степени радикальности изменений. Они выявили ряд закономерностей: 1) радикальные структурные изменения происходят намного чаще, чем радикальные стратегические изменения, что объясняется меньшим уровнем риска при внедрении первых, чем вторых; 2) предпосылки внедрения обоих типов инноваций различаются; 3) между инновациями существует взаимосвязь: радикальные структурные изменения следуют за радикальными стратегическими изменениям, но не наоборот.…”

Section: методология исследованияunclassified

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Managerial innovations: Approach to definition and classification

Sovetkin¹

2020

Vestnik SPbSU. Management

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Managerial innovations have become the topic of interest for many scholars, but this concept remains underdeveloped and poorly managed among the academy and business community in Russia. This paper offers the composition of approach to definition and classifi cation of managerial innovations, formed on the basis of exploration of the concept “managerial innovation” evolution, and estimation of the relationship with a more general concept “innovation”. The suggested composition of approach is based on the three-stage bibliographic analysis of scientific literature. In course of the bibliographic research, scientific articles were selected according to the key words, period of publication and citation index. 140 scientific publications were identified and collected for the period from 1975 to 2019 covering citation indexes from 0 to 12 476 by Web of Science citation database and from 4 to 2 185 by Scopus database. On the basis of the conducted bibliographic research, the author introduces his definition of innovation and managerial innovation and explains the connection between them. Within the conducted research different approaches to classification of managerial innovations were studied and on their basis a new approach to classification of managerial innovations was proposed. The findings can be useful for different avenues of further research regarding managerial innovations.

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Section: методология исследованияunclassified

Managerial innovations: Approach to definition and classification

Sovetkin¹

2020

Vestnik SPbSU. Management

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“…Weisbach 1995 New CEOs are likely to sell unsuccessful acquisitions acquired during their predecessor's term. Wischnevsky and Damanpour 2008 New CEOs often introduce radical changes to strategy but refrain from structural changes. Wischnevsky and Damanpour 2008 New CEOs often introduce radical changes to strategy but refrain from structural changes.…”

Section: Realignment Practicesmentioning

confidence: 99%

“…These changes may involve entering new markets (Boeker 1997;Wischnevsky and Damanpour 2008), exiting business lines or markets (Barron et al 2011;Denis and Denis 1995), changing the business or product portfolio (Goodstein and Boeker 1991;Westphal and Fredrickson 2001;Wiersema 1992Wiersema , 1995, and adjusting resource allocation among different departments (Datta et al 2003;Weng and Lin 2012). Several studies have shown that, in order to realign the organization to its environment, a new CEO is likely to initiate changes that relate to its products or to the markets in which it operates.…”

Section: Practices Of Realignmentmentioning

confidence: 99%

The New CEO and the Post‐succession Process: An Integration of Past Research and Future Directions

Seidl

Guérard

2014

Int J Management Reviews

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The early tenure of a new Chief Executive Officer (CEO), also referred to as ‘the CEO post‐succession process’, is a critical phase in the history of an organization, because it is associated with a high rate of organizational failure and CEO dismissal. Research on this important process has grown rapidly over the last decade, focusing particularly on the question of how the match between the CEO, the organization and the environment is created in the post‐succession process. Yet, the respective literature is highly fragmented, which suggests that there is a need for a systematic review and evaluation of existing works. Adopting the conceptual vocabulary of the practice perspective, the authors review this literature in terms of what it reveals about (1) the practices adopted by new CEOs and other actors involved in the post‐succession process, (2) the properties of the key practitioners involved, and (3) the practical context of the post‐succession process. This review suggests that new CEOs are primarily involved in practices aimed at integrating the new CEO into the organization, and practices aimed at realigning the organization with its environment. The important insights that the existing literature affords are identified, and the gaps in this body of research are highlighted. On this basis, a concrete research agenda is developed in terms of topics, methodologies and theories.

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“…The adoption of innovation and organisational change are closely linked, as change reflects differences in organisational conditions or behaviours. Change can therefore be viewed as a consequence of the adoption of innovation (Wischnevsky and Damanpour, 2006). Implementing successful innovation and change, whether at the level of the individual, team or organisation, requires effective leadership.…”

Section: Introductionmentioning

confidence: 99%