Pub Date : 2025-06-02DOI: 10.1016/j.lrp.2025.102540
Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza
Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.
{"title":"Scalability in incumbent firms: The case of Nvidia","authors":"Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza","doi":"10.1016/j.lrp.2025.102540","DOIUrl":"10.1016/j.lrp.2025.102540","url":null,"abstract":"<div><div>Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102540"},"PeriodicalIF":7.4,"publicationDate":"2025-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144222315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-30DOI: 10.1016/j.lrp.2025.102539
Juan Santalo , Igor Filatotchev
This perspective article focuses on blockchain platforms as new forms of organization and governance within the decision-making centralization/decentralization continuum. It aims to address the following research questions: How does the context of blockchain and community-based governance creates new theoretical challenges regarding the traditional centralization/decentralization debate in corporate governance? What are the main cost-benefit trade-offs regarding (de) centralization of decision-making process in a blockchain platform's organizational “ecosystem”? The paper outlines the blockchain platforms' governance spectrum that ranges from a high degree of centralization to an “open source” governance model. This is followed by a discussion of drivers of governance models including an interface between platform-specific investment and heterogeneity of platform participants. The paper concludes with an outline of implications for future research and practice.
{"title":"Strategic governance of blockchain platforms: From centralized to open source control systems","authors":"Juan Santalo , Igor Filatotchev","doi":"10.1016/j.lrp.2025.102539","DOIUrl":"10.1016/j.lrp.2025.102539","url":null,"abstract":"<div><div>This perspective article focuses on blockchain platforms as new forms of organization and governance within the decision-making centralization/decentralization continuum. It aims to address the following research questions: How does the context of blockchain and community-based governance creates new theoretical challenges regarding the traditional centralization/decentralization debate in corporate governance? What are the main cost-benefit trade-offs regarding (de) centralization of decision-making process in a blockchain platform's organizational “ecosystem”? The paper outlines the blockchain platforms' governance spectrum that ranges from a high degree of centralization to an “open source” governance model. This is followed by a discussion of drivers of governance models including an interface between platform-specific investment and heterogeneity of platform participants. The paper concludes with an outline of implications for future research and practice.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102539"},"PeriodicalIF":7.4,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144190359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In multi-unit organizations, such as multinational corporations (MNCs), knowledge developed in one business unit can greatly benefit the performance of another. However, employees and managers compete with others within intraorganizational competitive domains for resources, which may affect the willingness to share knowledge. We conceptualize the multi-unit organization as having multiple competitive domains depending on the main source for resource endowments for the knowledge-sharing actors. Our study draws on data from two surveys done in a global division of an MNC, comprising data from 342 individuals nested in 68 different units, across 24 countries. Our results show that social integration among individuals in different competitive domains boosts knowledge transfer between units, while social integration between individuals within the same competitive domain hampers knowledge transfer. These findings suggest that there is a different and darker side to social integration in multi-unit organizations than the previously established positive side leading to increased knowledge transfer. Our findings show that the willingness to share knowledge also depends on the internal competition for resources between the knowledge-sharing actors.
{"title":"Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations","authors":"Ulf Andersson , Gabriel R.G. Benito , Randi Lunnan , Sverre Tomassen","doi":"10.1016/j.lrp.2025.102537","DOIUrl":"10.1016/j.lrp.2025.102537","url":null,"abstract":"<div><div>In multi-unit organizations, such as multinational corporations (MNCs), knowledge developed in one business unit can greatly benefit the performance of another. However, employees and managers compete with others within intraorganizational competitive domains for resources, which may affect the willingness to share knowledge. We conceptualize the multi-unit organization as having multiple competitive domains depending on the main source for resource endowments for the knowledge-sharing actors. Our study draws on data from two surveys done in a global division of an MNC, comprising data from 342 individuals nested in 68 different units, across 24 countries. Our results show that social integration among individuals in different competitive domains boosts knowledge transfer between units, while social integration between individuals within the same competitive domain hampers knowledge transfer. These findings suggest that there is a different and darker side to social integration in multi-unit organizations than the previously established positive side leading to increased knowledge transfer. Our findings show that the willingness to share knowledge also depends on the internal competition for resources between the knowledge-sharing actors.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102537"},"PeriodicalIF":7.4,"publicationDate":"2025-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144196029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-25DOI: 10.1016/j.lrp.2025.102536
Nikolai Brosch
Commercial organizations increasingly (re)define their reason for being in terms of a corporate purpose that reaches beyond profit maximization to create value by contributing to the welfare of society and planet. In that context, this paper employs a two-phase natural field experiment to explore whether, when and how a corporate purpose affects workers' willingness to complete extra work. The main findings show that receiving information about an organization's corporate purpose causes workers to complete more extra work. Workers whose personal preferences match with the organization's purpose are most responsive. However, in case an organization does not authentically practice its purpose preach a backfiring effect can occur. Furthermore, the findings show that the underlying mechanism is driven primarily by a change in workers perceived meaning of work. In a broader context, the findings – that workers are willing to go the extra mile when working for an organization with purpose – provide some empirical indications in support of the theoretically proposed business case of purpose.
{"title":"Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile","authors":"Nikolai Brosch","doi":"10.1016/j.lrp.2025.102536","DOIUrl":"10.1016/j.lrp.2025.102536","url":null,"abstract":"<div><div>Commercial organizations increasingly (re)define their reason for being in terms of a corporate purpose that reaches beyond profit maximization to create value by contributing to the welfare of society and planet. In that context, this paper employs a two-phase natural field experiment to explore whether, when and how a corporate purpose affects workers' willingness to complete extra work. The main findings show that receiving information about an organization's corporate purpose causes workers to complete more extra work. Workers whose personal preferences match with the organization's purpose are most responsive. However, in case an organization does not authentically practice its purpose preach a backfiring effect can occur. Furthermore, the findings show that the underlying mechanism is driven primarily by a change in workers perceived meaning of work. In a broader context, the findings – that workers are willing to go the extra mile when working for an organization with purpose – provide some empirical indications in support of the theoretically proposed business case of purpose.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102536"},"PeriodicalIF":7.4,"publicationDate":"2025-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144280520","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-23DOI: 10.1016/j.lrp.2025.102538
Kinshuk Saurabh , Vikas Kumar
Research suggests that family firms exhibit substantial heterogeneity in their internationalization strategies, yet the role of descendant CEOs in shaping these decisions remains underexplored. Integrating the socioemotional wealth (SEW) perspective with the willingness and ability framework (WAF), we examine how family involvement influences the size of cross-border acquisitions (CBAs) in family firms. Using a panel of 370 publicly listed Indian family firms, we find that descendant CEOs exhibit a distinct strategic conservatism, opting for smaller CBAs than founder and outsider CEOs. This aversion to large CBAs is reinforced by higher family ownership and greater family board representation, which amplify SEW concerns. However, independent directors on the board mitigate this conservatism by encouraging larger CBAs. Our findings highlight the nuanced role of governance structures in shaping internationalization strategies, demonstrating that family firm heterogeneity, particularly differences in CEO type, ownership concentration, and board composition, significantly influences risk-taking in CBAs.
{"title":"Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement","authors":"Kinshuk Saurabh , Vikas Kumar","doi":"10.1016/j.lrp.2025.102538","DOIUrl":"10.1016/j.lrp.2025.102538","url":null,"abstract":"<div><div>Research suggests that family firms exhibit substantial heterogeneity in their internationalization strategies, yet the role of descendant CEOs in shaping these decisions remains underexplored. Integrating the socioemotional wealth (SEW) perspective with the willingness and ability framework (WAF), we examine how family involvement influences the size of cross-border acquisitions (CBAs) in family firms. Using a panel of 370 publicly listed Indian family firms, we find that descendant CEOs exhibit a distinct strategic conservatism, opting for smaller CBAs than founder and outsider CEOs. This aversion to large CBAs is reinforced by higher family ownership and greater family board representation, which amplify SEW concerns. However, independent directors on the board mitigate this conservatism by encouraging larger CBAs. Our findings highlight the nuanced role of governance structures in shaping internationalization strategies, demonstrating that family firm heterogeneity, particularly differences in CEO type, ownership concentration, and board composition, significantly influences risk-taking in CBAs.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102538"},"PeriodicalIF":7.4,"publicationDate":"2025-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144196030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-19DOI: 10.1016/j.lrp.2025.102535
Dennis van Kampen , Hans Berends , Fleur Deken
This study investigates how an innovating firm can address adaptation problems encountered within an existing ecosystem without a central orchestrator. Lacking control over key interdependencies between customers and other actors, such firms must make strategic choices about how to address adaptation problems. Drawing on an in-depth qualitative study of the commercialization process of three innovations within an incumbent healthcare firm, we find that customer adoption was particularly hampered by existing interdependencies between customers and IT system providers and insurers. We identify three strategies—delegating, attuning, and facilitating—that firms use to tackle customer adaptation problems. Each strategy involves distinct trade-offs between control, learning, and cost, and their selection depends on both internal resource fit and external conditions. We discuss implications of our findings for the governance and problem-focused capabilities of firms innovating within established ecosystems.
{"title":"Strategies for addressing customers’ adaptation problems in the healthcare ecosystem","authors":"Dennis van Kampen , Hans Berends , Fleur Deken","doi":"10.1016/j.lrp.2025.102535","DOIUrl":"10.1016/j.lrp.2025.102535","url":null,"abstract":"<div><div>This study investigates how an innovating firm can address adaptation problems encountered within an existing ecosystem without a central orchestrator. Lacking control over key interdependencies between customers and other actors, such firms must make strategic choices about how to address adaptation problems. Drawing on an in-depth qualitative study of the commercialization process of three innovations within an incumbent healthcare firm, we find that customer adoption was particularly hampered by existing interdependencies between customers and IT system providers and insurers. We identify three strategies—delegating, attuning, and facilitating—that firms use to tackle customer adaptation problems. Each strategy involves distinct trade-offs between control, learning, and cost, and their selection depends on both internal resource fit and external conditions. We discuss implications of our findings for the governance and problem-focused capabilities of firms innovating within established ecosystems.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102535"},"PeriodicalIF":7.4,"publicationDate":"2025-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144212324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-03DOI: 10.1016/j.lrp.2025.102534
Manjot S. Bhussar , Brian C. Fox , Sergio Grove
While extant acquisition literature explores how intentional signaling between the acquiring and target firms can influence acquisition outcomes, we examine how unintentional information revealed through prior actions taken long before an acquisition is contemplated – specifically patent citation patterns between the firms – influences acquisition outcomes. We argue that targets can screen patent citation imbalances between acquirer and target to reduce information asymmetry regarding potential joint value creation. When the acquirer cites the target's patents more than the reverse, the target is better able to infer knowledge dependence or private synergies stemming from the complementary knowledge bases of each firm. The reduction of information asymmetry permits the target to capture a higher acquisition premium justified by these anticipated synergies or dependencies. Using a sample of acquisitions between US high-tech firms from 2005 to 2021, we find support for our thesis when the acquirer's patent portfolio is diverse.
{"title":"Patent citations and acquisition premiums: A screeningperspective","authors":"Manjot S. Bhussar , Brian C. Fox , Sergio Grove","doi":"10.1016/j.lrp.2025.102534","DOIUrl":"10.1016/j.lrp.2025.102534","url":null,"abstract":"<div><div>While extant acquisition literature explores how intentional signaling between the acquiring and target firms can influence acquisition outcomes, we examine how unintentional information revealed through prior actions taken long before an acquisition is contemplated – specifically patent citation patterns between the firms – influences acquisition outcomes. We argue that targets can screen patent citation imbalances between acquirer and target to reduce information asymmetry regarding potential joint value creation. When the acquirer cites the target's patents more than the reverse, the target is better able to infer knowledge dependence or private synergies stemming from the complementary knowledge bases of each firm. The reduction of information asymmetry permits the target to capture a higher acquisition premium justified by these anticipated synergies or dependencies. Using a sample of acquisitions between US high-tech firms from 2005 to 2021, we find support for our thesis when the acquirer's patent portfolio is diverse.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102534"},"PeriodicalIF":7.4,"publicationDate":"2025-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143924571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.lrp.2025.102533
Bart De Keyser , Ann Langley
Over time, environmental pressures may push organizations to engage in strategic actions that diverge from their foundational identity claims. In such circumstances, organizations experience tensions between pressures for authenticity on the one hand, and pressures for adaptiveness on the other. Such pressures are likely to be of particular importance for organizations that have historically laid claim to a strong social mission. Drawing on a longitudinal study of a large cooperative financial services organization, this study examines how leaders discursively navigate strategy-identity tensions when strategic actions appear inconsistent with historically valued identity attributes. We identify three types of discursive practices leaders may engage in to navigate strategy-identity tensions: (i) pacing; (ii) sensegiving; and (iii) revising. In so doing, we show how leaders may work to enable strategic actions that might be perceived as contrary to key organizational identity attributes, with each of the practices serving different and complementary roles. At the same time, we show how successive recalibrations of the grounds for authenticity enacted in practices of pacing, sensegiving and revising can result in claims of organizational distinctiveness that while continued and insistent, could also become increasingly contestable.
{"title":"Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time","authors":"Bart De Keyser , Ann Langley","doi":"10.1016/j.lrp.2025.102533","DOIUrl":"10.1016/j.lrp.2025.102533","url":null,"abstract":"<div><div>Over time, environmental pressures may push organizations to engage in strategic actions that diverge from their foundational identity claims. In such circumstances, organizations experience tensions between pressures for authenticity on the one hand, and pressures for adaptiveness on the other. Such pressures are likely to be of particular importance for organizations that have historically laid claim to a strong social mission. Drawing on a longitudinal study of a large cooperative financial services organization, this study examines how leaders discursively navigate strategy-identity tensions when strategic actions appear inconsistent with historically valued identity attributes. We identify three types of discursive practices leaders may engage in to navigate strategy-identity tensions: (i) pacing; (ii) sensegiving; and (iii) revising. In so doing, we show how leaders may work to enable strategic actions that might be perceived as contrary to key organizational identity attributes, with each of the practices serving different and complementary roles. At the same time, we show how successive recalibrations of the grounds for authenticity enacted in practices of pacing, sensegiving and revising can result in claims of organizational distinctiveness that while continued and insistent, could also become increasingly contestable.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102533"},"PeriodicalIF":7.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143947713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-25DOI: 10.1016/j.lrp.2025.102529
Devaki Rau , Philip Bromiley
This paper presents an integrative review of empirical research (2000–2023) on cognitive biases that affect decision makers in established organizations as they make strategic decisions. We examine patterns in the measures, antecedents, and outcomes of two broad categories of biases: systematic biases that operate similarly across individuals (e.g., overconfidence, escalation of commitment, loss aversion, and myopic loss aversion), and idiosyncratic biases that depend on the decision maker's experience and past interactions (e.g., myopia and local search bias). We also distinguish between findings with strong empirical evidence and those with less empirical support. Our review indicates researchers measure both types of bias using one or more of three broad approaches: assuming or inferring the bias, measuring it directly, and experimentally manipulating the bias and observing its effects. We find strong empirical support for firm ownership, performance or performance relative to aspirations, and CEO compensation and wealth as antecedents to loss aversion and myopic loss aversion. We also find that loss aversion has strong but mixed effects on outcomes such as diversification or internationalization, acquisitions, R&D intensity or investments, and risk taking. Findings with less empirical support include, among others, mostly mixed effects of loss aversion and framing on innovation, mostly positive effects of overconfidence on innovation and risk taking, and negative effects of overconfidence on corporate social responsibility, performance, and forecasting. Based on our findings, we discuss the challenge of identifying and measuring a bias in a way that is relevant to strategic management and suggest directions for future research.
{"title":"A review of cognitive biases in strategic decision making","authors":"Devaki Rau , Philip Bromiley","doi":"10.1016/j.lrp.2025.102529","DOIUrl":"10.1016/j.lrp.2025.102529","url":null,"abstract":"<div><div>This paper presents an integrative review of empirical research (2000–2023) on cognitive biases that affect decision makers in established organizations as they make strategic decisions. We examine patterns in the measures, antecedents, and outcomes of two broad categories of biases: systematic biases that operate similarly across individuals (e.g., overconfidence, escalation of commitment, loss aversion, and myopic loss aversion), and idiosyncratic biases that depend on the decision maker's experience and past interactions (e.g., myopia and local search bias). We also distinguish between findings with strong empirical evidence and those with less empirical support. Our review indicates researchers measure both types of bias using one or more of three broad approaches: assuming or inferring the bias, measuring it directly, and experimentally manipulating the bias and observing its effects. We find strong empirical support for firm ownership, performance or performance relative to aspirations, and CEO compensation and wealth as antecedents to loss aversion and myopic loss aversion. We also find that loss aversion has strong but mixed effects on outcomes such as diversification or internationalization, acquisitions, R&D intensity or investments, and risk taking. Findings with less empirical support include, among others, mostly mixed effects of loss aversion and framing on innovation, mostly positive effects of overconfidence on innovation and risk taking, and negative effects of overconfidence on corporate social responsibility, performance, and forecasting. Based on our findings, we discuss the challenge of identifying and measuring a bias in a way that is relevant to strategic management and suggest directions for future research.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102529"},"PeriodicalIF":7.4,"publicationDate":"2025-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143882571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-22DOI: 10.1016/j.lrp.2025.102532
Nicole Steller , Albena Björck
The increasing institutionalization of corporate purpose by appointing Chief Purpose Officers (CPOs) signifies a pivotal transition in corporate priorities, emphasizing the imperative of purpose-driven management. The literature highlights the crucial relationship between strategy and purpose, where strategy embeds purpose within organizational frameworks and purpose guides strategic decision-making. However, knowledge about practices that couple purpose and strategy is scarce. Primary research has not addressed elite strategists responsible for embedding purpose to examine their work through which purpose becomes strategic. Based on 44 in-depth interviews with CPOs from various industries, company sizes, and countries, our study is the first empirical investigation into the strategic practice of CPOs. Grounded in the Strategy-as-Practice tradition, we focus on the phase of strategy emergence and identify strategifying work, wherein new notions, such as purpose, are coupled with strategy. Our results showcase a diverse range of strategic practices presented by CPOs around four interrelated dimensions – cognitive, emotional, relational, and material – altering the strategic boundaries of the organization. The contributions of our study are threefold. First, we introduce the double-loop interaction between a notion, in our case, purpose and strategy, emphasizing a dynamic perspective on strategifying. Second, we expand the strategifying framework by Emotional Coupling, highlighting emotions’ role in coupling purpose and strategy. Third, we contribute to the emerging purpose literature by demonstrating how the four dimensions of strategifying work are interrelated and overlapping, collectively shaping and reinforcing a culture of purposefulness within the organization.
{"title":"Dynamic Strategifying: How do Chief Purpose Officers make purpose strategic and strategy purposeful?","authors":"Nicole Steller , Albena Björck","doi":"10.1016/j.lrp.2025.102532","DOIUrl":"10.1016/j.lrp.2025.102532","url":null,"abstract":"<div><div>The increasing institutionalization of corporate purpose by appointing Chief Purpose Officers (CPOs) signifies a pivotal transition in corporate priorities, emphasizing the imperative of purpose-driven management. The literature highlights the crucial relationship between strategy and purpose, where strategy embeds purpose within organizational frameworks and purpose guides strategic decision-making. However, knowledge about practices that couple purpose and strategy is scarce. Primary research has not addressed elite strategists responsible for embedding purpose to examine their work through which purpose becomes strategic. Based on 44 in-depth interviews with CPOs from various industries, company sizes, and countries, our study is the first empirical investigation into the strategic practice of CPOs. Grounded in the Strategy-as-Practice tradition, we focus on the phase of strategy emergence and identify strategifying work, wherein new notions, such as purpose, are coupled with strategy. Our results showcase a diverse range of strategic practices presented by CPOs around four interrelated dimensions – cognitive, emotional, relational, and material – altering the strategic boundaries of the organization. The contributions of our study are threefold. First, we introduce the double-loop interaction between a notion, in our case, purpose and strategy, emphasizing a dynamic perspective on strategifying. Second, we expand the strategifying framework by <em>Emotional Coupling</em>, highlighting emotions’ role in coupling purpose and strategy. Third, we contribute to the emerging purpose literature by demonstrating how the four dimensions of strategifying work are interrelated and overlapping, collectively shaping and reinforcing a culture of purposefulness within the organization.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102532"},"PeriodicalIF":7.4,"publicationDate":"2025-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143886682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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