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New CEO intervention and dynamics of deliberate strategic change
Author(s) -
Greiner Larry E.,
Bhambri Arvind
Publication year - 1989
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250100707
Subject(s) - intervention (counseling) , pessimism , set (abstract data type) , psychological intervention , test (biology) , dynamics (music) , strategic management , politics , strategic planning , management science , management , positive economics , process management , public relations , business , sociology , economics , political science , psychology , computer science , epistemology , pedagogy , psychiatry , paleontology , philosophy , law , biology , programming language
Growing evidence in the executive succession literature and the business press makes clear that new CEOs often attempt to introduce strategic change upon entering their jobs. Yet strategy researchers have generally neglected to document the internal dynamics of these interventions, and many scholars remain pessimistic about the likelihood of success. This paper presents an empirical case study where a new CEO succeeds at strategic change, using an intervention approach we call ‘comprehensive/collaborative’. A set of testable propositions is inferred to explain the unfolding dynamics within this intervention approach, followed by an overall theoretical framework based on a series of phases and underlying themes involving the interplay between the CEO'S actions, rational synoptic planning, and emergent political behavior. Future research needs to expand upon this beginning framework to test our propositions and evaluate other intervention approaches.