Session 19

Planned Change, Ambidextrous Strategizing, and Systemic Transformation

Track J

Date: Monday, October 8, 2012


Time: 13:30 – 14:45


Room: Club C

Session Chair:

  • Julian Birkinshaw, London Business School

Title: Ambidextrous Strategic Action and Change in the Context of Media Convergence


  • Rita Järventie-Thesleff, Aalto University
  • Johanna Moisander, Aalto University
  • Mikko Villi, Aalto University

Abstract: In this study we set out to explore the strategic challenges that arise from the need for ambidexterity in the contemporary media business by analytically juxtaposing change management practices in the traditional print publishing and in online publishing. In particular, we focus on internal tensions, conflicts and possible paradoxes that the companies need to take into consideration in order to become truly ambidextrous. Our empirical research is based on two case studies carried out in Nordic media companies. We take a practice-based approach and consider change as a normal condition of organizational life. Based on our analysis, it seemed to be challenging to balance between the print and the online operations and to foster ambidexterity. Our results suggest that there were divergent views weather the structural separation or ambidextrous mentality among employees was of greater importance.

Title: Dynamic Capabilities, Decision-Making Patterns, and Organizational Change


  • Wolfgang H Guettel, Johannes Kepler University Linz
  • Stefan Konlechner, Johannes Kepler University Linz
  • Barbara Mueller, Johannes Kepler University Linz

Abstract: The dynamic capabilities approach has emerged as the central approach to explain firm adaptation. However, research on dynamic capabilities is multi-faceted. In this paper, we reveal two central streams in dynamic capability research. We distinguish between operational and strategic components of dynamic capabilities. Thus, we argue that strategic components of dynamic capabilities are rooted in strategic decision-making whether or not to initiate change. On contrary, operational components of dynamic capabilities are based on detailed change routines to govern change projects in organizations. By doing so, we highlight the critical overlaps between the hitherto separately discussed literature-streams on change management and on dynamic capabilities and integrate the phenomenon of resistance to change into the dynamic capabilities approach.

Title: Exploration, Exploitation, and the Organizing of a Participatory Strategy Process


  • Pekka Helkiö, Aalto University
  • Virpi Turkulainen, Aalto University

Abstract: In this paper we study how the organizing of a participatory strategy process influences the participant’s engagement in local or boundary-spanning search. Our findings highlight the significance of definition of strategy creation teams’ topics and the knowledge and experience introduced through team composition. We contribute to the research on exploration and exploitation by extending the inquiry to the bottom-up aspects of participatory strategy processes.

Title: Outlier Organizations and Systemic Transitions: Towards a Research Agenda


  • Markus Paukku, University of Amsterdam
  • Liisa Valikangas, Aalto University

Abstract: Outliers have not been treated well by the management literature, much to its own detriment. Our review of the leading journals finds that 74 percent of articles in our sample simply control for or eliminate the presence of outlier data. We argue that outliers may add explanatory power to comprehensive management research. This additional insight is well worth any possible detractions from research rigor, the usual excuse for eliminating outliers. To overcome methodological concerns and to make learning from outliers systematic, we develop a conceptualization of outliers particularly applicable in studies of dynamic phenomena such as systems in transition. Finally, the theoretical development also leads to managerial implications.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 136: Challenges of Strategic Management and Leadership in Transforming Global Economy: Experiences from the Field
Sun: 15:15 – 16:30
Session 17: Insight-Driven Strategists
Mon: 08:00 – 09:15
Session 16: The Impact of Strategizing: Learning from Best and Worst Practices
Mon: 09:30 – 10:45
Session 18: An Explorative Journey to Strategy Practice
Mon: 13:30 – 14:45
Session 19: Planned Change, Ambidextrous Strategizing, and Systemic Transformation
Mon: 16:30 – 17:45
Session 246: Unbundling Silos: Managing Inter- and Intra-Organizational Relationships
Tue: 11:00 – 12:15
Session 21: Capturing Value Beyond Organizational Boundaries
Tue: 15:45 – 17:00
Session 22: Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In
Tue: 17:30 – 18:45
Session 156: Straddling on Transitions: Developing ABC Synergies

Strategic Management Society