Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change.

Firstly, by providing a summary of the literature, this research anthology helps graduate students and new researchers grasp the current state of affairs in the field. Secondly, this research anthology will help update the knowledge base of the existing researchers in the field. By bringing together various studies, the research anthology determines the core concepts of the field and elucidates the key gaps and future research areas. Through contributions building on the knowledge bases of other disciplines, this research anthology develops an interdisciplinary research agenda, giving the reader an in-depth understanding of the mediating, moderating, and antecedent variables concerning strategic renewal.

Strategic Renewal aims to provide a state-of-understanding to the subject, as well as a clear picture of the cross-disciplinary landscape that informs the subject. Thus, this research anthology is essential reading for managers, consultants, and other practitioners, as well as students and scholars of business.

part 1|2 pages


chapter 1|16 pages

A brief look at the strategic renewal literature

Edited ByAybars Tuncdogan, Adam Lindgreen, Henk Volberda, Frans van den Bosch

part 2|2 pages

Core concepts

chapter 2|31 pages

Strategic renewal and dynamic capabilities

Managing uncertainty, irreversibilities, and congruence
ByDavid J. Teece

chapter 3|24 pages

Corporate strategic change towards sustainability

A dynamic capabilities view
ByQiang Wu, Qile He, Yanqing Duan

chapter 4|24 pages

Towards a cognitive dimension

The organizational ambidexterity framework
ByPäivi Karhu, Paavo Ritala

chapter 5|19 pages

Knowledge management practices for stimulating incremental and radical product innovation

ByPetra Andries, Sophie De Winne, Anna Bos-Nehles

chapter 6|22 pages

Boards of directors and strategic renewal

How do human and relational capital matter?
ByBas Bosboom, Mariano L.M. Heyden, Jatinder S. Sidhu

part 3|2 pages

Psychological antecedents and micro-foundations of strategic renewal

chapter 7|17 pages

Emotion and strategic renewal

ByQuy Huy, Christine Scheef

chapter 8|17 pages

The micro-foundations of strategic renewal

Middle managers’ job design, strategic change culture, organizational effectiveness unit, and innovative work behavior
ByTomislav Hernaus, Matej Černe

chapter 10|16 pages

Should I stay or should I go?

The individual antecedents of noticing and embracing strategic change
ByDaniella Laureiro-Martinez

part 4|2 pages

Strategic renewal beyond organizational and national boundaries

chapter 11|17 pages

Strategic renewal through mergers and acquisitions

The role of ambidexterity
ByOlimpia Meglio, Kathleen Marshall Park

chapter 12|14 pages

Developing alliance capability for strategic renewal

ByAbdelghani Es-Sajjade

chapter 13|25 pages

Innovation in foreign and domestic firms

The advantage of foreignness in innovation and the advantage of localness in innovation
ByC. Annique Un

part 5|2 pages

Interdisciplinary perspectives and future directions

chapter 14|20 pages

Strategic renewal in services

The role of the top management team’s social relationships
ByJulia Nieves, Javier Osorio

chapter 15|15 pages

Institutional complexity and strategic renewal

BySaeed Khanagha, Patrick Vermeulen

chapter 16|50 pages

Patent-based measures in strategic management research

A review and assessment
ByBarton M. Sharp, Dinesh N. Iyer, Derek Ruth

chapter 17|27 pages

Strategic renewal in the digital age

The digital marketing core as a starting point
ByEmile F.J. Lancée

chapter 18|15 pages

Dynamic game plans

Using gamification to entrain strategic renewal with environmental velocity
ByKirk Plangger, Ian P. McCarthy, Jan Kietzmann, Karen Robson, Leyland F. Pitt