How strategic innovation really gets started

Strategy and Leadership

Volumn 35, Issue 1, 2007, Pages 21-29

  Wood, Robert Chapman ^a  

^a SAN JOSE STATE UNIVERSITY   (United States)

Author keywords

Innovation; Organizational restructuring; Strategic management

Indexed keywords

EID: 33845464288     PISSN: 10878572     EISSN: None     Source Type: Journal    
DOI: 10.1108/10878570710717254     Document Type: Review

References (4)

1. Hamel, G. and Prahalad, C. (1989, May), "Strategic intent," Harvard Business Review.
2. For a carefully grounded study of how improvisation can work in organizations, see Miner, A.S., Bassoff, P. and Moorman, C. (2001) "Organizational improvisation and learning: A field study," Administrative Science Quarterly, 46, 304-337.
3. For a good summary of conventional approaches to change management and their strengths and weaknesses, see Weick, K.E. and Quinn, R.E. (1999) "Organizational change and development," Annual Review of Psychology, 50, 361-386.
4. Tichy, N.M. and Sherman, S. (1994) Control Your Destiny or Someone Else Will: Lessons in Mastering Change - the principles Jack Welch is using to revolutionize General Electric. (pp. 21-25). New York: HarperBusiness. Tichy and Sherman say that Welch had an "inchoate vision" not a clear blueprint.