Abstract
This paper draws on the intraorganizational ecological and evolutionary perspective on the strategy making process to examine the dynamic and multi-level interplay of determinants and practices that affect the development of a strategic initiative constituting our basic unit of analysis. We ground our research on a five-year qualitative, longitudinal case study carried out within a major diversified firm of the consumer and industrial goods industry. Our emerging model of strategic initiative evolution challenges existing knowledge by revealing previously overlooked aspects of initiative development in a “structurational” sense, including the constructivist role of individual actors and the importance of the external environment in internally and externally legitimizing the initiative. We discuss our findings by linking the evolutionary organization perspective to the ideas on strategizing provided by the strategy as practice literature.
Sign-in/Register to access full text options 
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.
