Internal corporate venturing during organisational change:


Union Jack

Internal corporate venturing during organisational change:

Show simple item record Kjærgaard, Annemette en_US 2009-02-04T10:23:49Z 2009-02-04T10:23:49Z 2004-12-21T00:00:00Z en_US
dc.description.abstract Organisations have to deal with increasingly complex and turbulent environments, which demand that they continuously change and adapt to new circumstances or challenges. One way for organisations to cope with these challenges is to manage the strategy-making process in order to ensure that a continuous stream of new ideas and initiatives create new opportunities and ensure that the company stays viable by adapting to new internal and external challenges. This has been pursued in studies of strategy formation (Mintzberg, 1978), strategic change (Pettigrew, 1988) and internal corporate venturing (Burgelman, 1983b, 2002) and is still a central issue in the strategic management discourse. It is generally acknowledged that continuous change is important for organisations’ survival in a changing world. On the other hand the need for stability and continuity in form of a clear and strong corporate identity is also acknowledged to be critical for organisational success (Collins & Porras, 1994). Where the organisational identity works to ensure consistency in the company’s strategic action, the strategy making process works to renew the current concept of strategy (Burgelman, 1983b). Organisations thus face a dilemma when they engage in strategy-making to reconcile the perpetual tension between continuity and change (Burgelman, 2002). This challenge is far from new and has been discussed as e.g. the balance between exploration and exploitation (March, 1991). This article attempts to answer the question of how organisational actors’ perception of organisational identity influences the strategy-making process during organisational change. The study adopts an evolutionary approach to the unfolding of the strategy-making process, using the variation-selection-retention framework of cultural evolutionary theory (Aldrich, 1999; Campbell, 1969; Weick, 1979), which has been applied to the strategy-making process by Burgelman in several of his works (Burgelman, 1983a, 1983b, 1991, 2002, 2003). en_US
dc.format.extent 21 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2004-19 en_US
dc.subject.other kep en_US
dc.title Internal corporate venturing during organisational change: en_US
dc.type wp en_US
dc.accessionstatus modt04dec20 lano en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Informatik en_US
dc.contributor.departmentshort INF en_US
dc.contributor.departmentuk Department of Informatics en_US
dc.contributor.departmentukshort INF en_US
dc.idnumber x656444834 en_US København en_US
dc.publisher.year 2004 en_US
dc.title.subtitle a study of how organisational identity influences the strategy-making process en_US

Creative Commons License This work is licensed under a Creative Commons License.

Files Size Format View
nr.19 internal ... anisational change-xxx.pdf 249.9Kb PDF View/Open

This item appears in the following Collection(s)

Show simple item record