ABSTRACT
This chapter presents an individual-level perspective on the process aspect, drawing on constructs from neuroscience and psychology that have already been applied to management, and presenting them as part of an integrated model. It explains the individual-level antecedents of the process of refreshment or replacement of an organization’s attributes that have the potential to substantially affect its long-term prospects. The chapter discusses a process framework of two key individual antecedents (strategic change and innovation) to strategic renewal. It focuses on advances in neuroscience, psychology, and decision-making neurosciences and outlines some cognitive abilities involved in strategic renewal. Many studies of strategic change are carried out long after the event, leaving data at the individual level open to memory and retrospective biases and ex-post interpretations and reconstructions. Once organizational members notice change, they have a choice. They can continue to act according to past mental models and their associated old routines, or they can embrace change.
