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Adaptive strategy making: The effects of emergent and intended strategy modes
Author(s) -
Andersen Torben Juul,
Nielsen Bo Bernhard
Publication year - 2009
Publication title -
european management review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.784
H-Index - 32
eISSN - 1740-4762
pISSN - 1740-4754
DOI - 10.1057/emr.2009.7
Subject(s) - adaptive strategies , process management , strategic management , computer science , strategic planning , strategy implementation , management science , structural equation modeling , complex adaptive system , citizen journalism , knowledge management , business , marketing , economics , artificial intelligence , archaeology , machine learning , world wide web , history
It is generally recognized that strategies can evolve from both intended and emergent actions and this understanding gradually permeates the strategy literature. Yet, the two phenomena are rarely analyzed as complementary processes and, if so, the analyses are usually conducted around case‐based studies. To circumvent this, this paper develops an adaptive strategy‐making model and incorporates measures of emergent and intended strategy modes to underpin quantitative analysis. Structural equation modeling applied on data from 185 business entities then shows that emergence fostered by autonomous and participatory strategy‐making facilitates adaptive behavior, which in turn leads to higher performance outcomes. However, performance is enhanced further when the adaptive initiatives are integrated through strategic planning. These findings indicate that emergence is an essential driver of performance but is more effective if mediated by planning activities. This result has important implications for strategy research and strategic management practice.