Abstract
We study the evolution of Hewlett Packard between 1978 and 2015 and focus our meso-level analysis on how six successive CEOs animated its process of organizational becoming set in motion by the founders. Our longitudinal comparative findings elucidate how all CEOs had to harness the strategic legacy of their predecessors while driving the future through their own strategic leadership. We document temporal interfaces between successive CEOs who mediate the dynamic interplay of the company’s external business ecosystem and internal ecology of strategy-making. While highlighting the importance of CEO agency, our analysis reveals the existential struggle that each CEO faces, in that his or her tenure may not be consistent with continued organizational becoming. It also highlights the paradox that securing fit with the business ecosystem while maintaining evolvability but not attaining dominance of the ecosystem might be key to avoiding sources of strategic inertia that could impede continued organizational becoming. Our analysis indicates novel avenues for further research about the role of CEO agency in organizational evolution.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
