Abstract
In this paper, we add to our understanding of forward-looking strategy and explore how an organization makes sense of what to do when everything that was known no longer makes sense. We contribute to theory of future-oriented sensemaking as it relates to an organization’s reactions to an environmental jolt. We propose three unique potential reactions to environmental – stagnant, survivalist entrepreneurship, and transformational innovation, and how each influence the organization’s performance. Future research is discussed.
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