Abstract
Frequent strategic change in industries with long research and development as well as implementation timelines can negatively impact organizational performance, since products may never reach their maturity phase and enter the market. Through an in-depth case study of NASA’s long-term human exploration activities, which frequently face uncertainty and strategic change, we reveal how the Johnson Space Center built a new capability for managing temporal tensions over a 60 year timeframe. Building on this, we develop a process model that shows how temporal practices in settings of long-term strategic change initiatives are subject to temporal and strategic fit assessments that determine whether the outcomes of these initiatives are facilitated or inhibited. Implications for the literature on strategic management and time are discussed.
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