(Un)Mind the gap: How organizational actors cope with an identity–strategy misalignment

Wenzel, Matthias; Cornelissen, Joep; Koch, Jochen; Hartmann, Michael; Rauch, Madeleine

doi:10.1177/1476127019856524

Cited by 20 publications

(24 citation statements)

References 67 publications

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“…An exit may be unavoidable when the other responses fail. It may also be the outcome of fatalistic judgments, meaning that managers discontinue their business because they do not believe that any other response will help their firm survive the crisis (see Wenzel, Cornelissen, Koch, Hartmann, & Rauch, 2020). However, unlike the filing of bankruptcy, business exit may even be a valuable strategic decision from the outset.…”

Section: By Exitmentioning

confidence: 99%

Strategic responses to crisis

2021

Strategic Management Journal

311

364

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Research summary: The pandemic spread of the coronavirus COVID-19 is rightly focusing policymakers' attention on saving people's lives. At the same time, the pandemic crisis is threatening the survival of firms at a global scale, with potentially devastating societal and economic outcomes. In this Virtual Special Issue, we gather and discuss key papers published in the journals of the Strategic Management Society that provide insights into firms' potential strategic responses to crisis. Based on our overview, we identify four types of responses: retrenchment, persevering, innovating, and exit. Awareness of these responses has implications for managers and strategy scholars alike. Managerial summary: How can firms respond to crises such as the current pandemic spread of the coronavirus COVID-19? This Virtual Special Issue begins to provide answers to this question. Based on a select overview of papers published in the journals of the Strategic Management Society, we advance four types of strategic responses to crisis: retrenchment, persevering, innovating, and exit. Awareness of these responses has implications for managers and strategy scholars alike.

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Section: By Exitmentioning

confidence: 99%

Strategic responses to crisis

2021

Strategic Management Journal

311

364

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“…Debates on climate change have probably never been as fierce as they are today (see Augustine, Soderstrom, Milner, & Weber, 2019; Nyberg, Wright, & Kirk, 2018; Slawinski & Bansal, 2012). Meanwhile, actors struggle over different ecological futures, including: (1) climate change as a matter in the distant future, leaving us plenty of time for incremental responses; (2) climate change as an issue of the near future requiring urgent action; (3) climate change as an actuality that requires a revolution now in order to achieve a sustainable future; (4) fatalistic references (Wenzel, Cornelissen, Koch, Hartmann, & Rauch, 2020) to climate change as an irreversible matter of the past that will invoke ecological and social catastrophes; and (5) outright denial of climate change, which supposes that the future will (or should) be similar to the past. Given the pervasiveness of the climate change discourse, the plurality of produced futures instils uncertainty about the appropriateness and future viability of activities to be performed.…”

Section: The Future As a Problem In Organizations: Toward An Understamentioning

confidence: 99%

Future and Organization Studies: On the rediscovery of a problematic temporal category in organizations

Wenzel

Krämer

Koch³

et al. 2020

Organization Studies

Self Cite

105

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Even though organizational activities have always been future-oriented, actors’ fascination with the future is not a universal phenomenon of organizational life. Human experience of the future is a rather young product of modernity, in which actors discovered the indeterminacy of the future, as well as their abilities to ‘make’ and, in part, even control and de-problematize it through ever-more sophisticated planning practices. In this essay, we argue that actors have recently ‘rediscovered’ the future as a problematic, open-ended category in organizational life, one that they cannot delineate through planning practices alone. This, we suggest, has been produced through a pluralization of what we refer to as ‘future-making practices’, a set of practices through which actors produce and enact the future. Based on illustrations of the experienced problematic open-endedness of the future in prevalent discourses such as climate change, digital transformation and post-truth politics, we invite scholars to explore future-making practices as an important but under-appreciated organizational phenomenon.

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“…Individual and organizational identity in strategy Like heuristics, organizational identity has been linked to cognitive mechanisms of organizational members (Foreman and Whetten, 2002) and its relevance in decision-making has been widely acknowledged (Gioia et al, 2010). In particular, organizational identity is considered to play a fundamental role in the process of strategizing (Irwin et al, 2018;Wenzel et al, 2020), due to its effects on interpretation (Bundy et al, 2013;Gioia and Thomas, 1996). Organizational identity considers the question "who are we as an organization?"…”

Section: Heuristics In Strategymentioning

confidence: 99%

“…Research on organizational identity has increasingly been seeking understanding on the interplay between organizational identity and strategy Ravasi and Philips, 2011). This work yields important insights on how organizational members react to the identity-strategy misalignment (Wenzel et al, 2020), draw from identity reservoirs (Kroezen and Heugens, 2019), and face organizational ambiguity by defining "who we are not" (Stanske et al, 2020) to facilitate strategizing. We add to this debate by contextualizing it to the context of identity duality, offering a heuristics perspective.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The mediating role of knowledge exploration and exploitation for the development of an entrepreneurial university

Centobelli

Cerchione

Esposito

et al. 2019

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Purpose The modern knowledge-based economy acknowledges the role of the third mission of universities related to the process of knowledge transfer as a driving force to face sustainability issues, in addition to the two traditional missions focusing on research and teaching. The purpose of this paper is to investigate the relationships between internal environment, external environment, knowledge exploitation, knowledge exploration and university performance. Design/methodology/approach This study applies confirmatory factor analysis and structural equation modelling to test the conceptual model in the Chinese education system. Findings The findings confirm the higher impact of internal environment on both knowledge exploitation and knowledge exploration as compared to external environment. Knowledge exploitation is more strongly related to university performance than knowledge exploration. These results highlight the imperative role of internal university stakeholders in fostering knowledge management strategies. In addition, they encourage academicians, practitioners and policy makers to focus their attention on the impact of knowledge management models, tools and practices in universities to achieve the entrepreneurial development which, in turn, has a positive impact on individual graduates and innovation ecosystems. Originality/value The necessity to develop a more entrepreneurial university, as well as the lack of evidence of their development in emerging countries, highlights the need to investigate how specific factors and knowledge management processes are impacting the universities’ performance. In fact, although previous studies provide an explanation of the impact of internal and external factors on a university’s performance, contributions integrating these concepts with strategic knowledge management processes are still lacking.

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(Un)Mind the gap: How organizational actors cope with an identity–strategy misalignment

Cited by 20 publications

References 67 publications

Strategic responses to crisis

Strategic responses to crisis

Future and Organization Studies: On the rediscovery of a problematic temporal category in organizations

The mediating role of knowledge exploration and exploitation for the development of an entrepreneurial university

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