ABSTRACT
This chapter addresses the theoretical micro-foundations of strategic renewal. The aim is to explore and develop a research framework that explains the complex nature of the innovation process at the individual (middle managers’) level, and how it contributes to strategic renewal. Specifically, we conceptualize managers’ innovative work behavior (IWB; idea generation, championing, and implementation) and theorize how it may be enhanced by the interplay between job design and strategic change culture. Furthermore, our propositions account for a bottom-up emergence relationship between managers’ IWB and strategic renewal, assuming a potential moderating role of organizational effectiveness unit characteristics in this association. We thereby attempt to enrich the literature on strategic renewal with insights from other disciplines, such as organizational behavior, organizational psychology, creativity, human resource management, and job design. We discuss the theoretical and practical implications of our research, which offers a broad and straightforward framework for future research endeavors related to the micro-foundations of strategic renewal.
