The strategic importance of top management resistance:extending Alfred D. Chandler

Friesl, Martin and Kwon, Winston (2017) The strategic importance of top management resistance:extending Alfred D. Chandler. Strategic Organization, 15 (1). pp. 100-112. ISSN 1476-1270

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Abstract

We investigate the role of top management resistance against bottom-up initiatives for strategic change. While resistance has been mostly considered leading to inertia and rigidity by maintaining a particular strategic path, some scholars make the counterintuitive point that resistance could also be a facilitator of change. In this essay, we argue that such a generative perspective of top management resistance has important implications for strategy research. To do so, we draw on Alfred D. Chandler’s historic account of the emergence of the M-form at DuPont at the beginning of the 20th century. Based on this case, we illustrate three generative mechanisms of top management resistance for strategic change: the reframing, restructuring and the recoupling of strategic initiatives. We build on these generative mechanisms in order to develop implications for future research.

Item Type: Journal Article
Journal or Publication Title: Strategic Organization
Uncontrolled Keywords: /dk/atira/pure/subjectarea/asjc/1400/1410
Subjects:
ID Code: 80913
Deposited By: ep_importer_pure
Deposited On: 16 Aug 2016 13:02
Refereed?: Yes
Published?: Published
Last Modified: 18 Feb 2020 02:52
URI: https://eprints.lancs.ac.uk/id/eprint/80913

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