Abstract
While extant research has highlighted the role of leadership in strategic change, there continues to be a scarcity of empirical research on how and in what way top management can influence a firm's strategic transformation. Based on a case study of Haier Group Company, a global leader in the home appliances industry, this study examines how top managers can deliberately influence a firm's strategic change process by designing and implementing a specific enabling mechanism that supports change. The findings reveal that top managers align the management process to transformation through a process model by articulating, embedding and reinforcing the changes.
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