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    Strategic Renewal and the Interaction of Cumulative Stress & Inertia


    Huff, Anne Sigismund and Huff, James Oran and Thomas, H. (1992) Strategic Renewal and the Interaction of Cumulative Stress & Inertia. Strategic Management Journal, 13. pp. 55-75. ISSN 0143-2095

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    Abstract

    Strategic renewal is accomplished in large and small ways. This paper proposes a four phase characterization of how organizations move between state sustaining renewal and the more radical reconceptualizations that significantly alter organization activity. The argument juxtaposes inertia (or commitment to current strategy) and stress, the dissatisfactions that signal the need for renewal. To explore the details of this interaction, and its implications for the evolution of strategy over time, a formal model is developed. Quite plausible organization paths of renewal are simulated via the model which help illustrate our main theoretic arguments

    Item Type: Article
    Keywords: Strategic Renewal; Interaction; Cumulative Stress; Inertia;
    Academic Unit: Faculty of Social Sciences > School of Business
    Item ID: 5743
    Depositing User: Anne Huff
    Date Deposited: 29 Jan 2015 12:25
    Journal or Publication Title: Strategic Management Journal
    Publisher: Wiley
    Refereed: Yes
    URI:

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