Creativity in strategic lock-ins: The newspaper industry and the digital revolution

Rothmann, Wasko; Koch, Jochen

doi:10.1016/j.techfore.2013.03.005

Cited by 73 publications

(69 citation statements)

References 46 publications

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“…While previous literature has traditionally focused on exploring resourcebased and routine-based reasons for such persistence, recent works bring the underlying strategic premises of paths into focus to induce a better understanding of this phenomenon (Gilbert 2005;Koch 2011;Miller and Chen 1994;Rothmann 2013;Tripsas 2009). Strategic premises tightly narrow the scope of action for the selection of strategic alternatives to the extent that paths seem to be reproduced as long as the underlying strategic premises remain unchanged (Rothmann and Koch 2014;Tripsas and Gavetti 2000). With that, unchanged strategic premises seem to constitute the main-if not the most important-driver of path reproduction (Tripsas 2009).…”

Section: Introductionmentioning

confidence: 99%

“…Instead, these organizations may leave their strategic premises uncontested even in times of crisis and pathologically reproduce their established path instead of conducting strategic change (e.g., Gilbert 2005;Rothmann and Koch 2014;Sull 1999). The uncontested retention of strategic premises even in times of crisis indicates the existence of mechanisms that stabilize strategic premises (e.g., Geiger and Antonacopoulou 2009;McKinley et al 2014;Schreyögg and Kliesch-Eberl 2007).…”

Section: Introductionmentioning

confidence: 99%

“…The scant attention devoted to mechanisms that stabilize strategic premises is surprising, given that previous literature emphasizes the retention of strategic premises as an important reason for path reproduction in times of crisis (Rothmann and Koch 2014;Tripsas 2009;Tripsas and Gavetti 2000). Thus, although prior research has made considerable progress in gaining a better understanding of the pathological reproduction of paths, exploring the mechanisms that inhibit the update of strategic premises may provide valuable complementary insights into this phenomenon (Hutzschenreuter and Kleindienst 2013;Rothmann and Koch 2014;Sydow et al 2012a).…”

Section: Introductionmentioning

confidence: 99%

“…Thus, although prior research has made considerable progress in gaining a better understanding of the pathological reproduction of paths, exploring the mechanisms that inhibit the update of strategic premises may provide valuable complementary insights into this phenomenon (Hutzschenreuter and Kleindienst 2013;Rothmann and Koch 2014;Sydow et al 2012a). Given that only a minor portion of path-dependent organizations seem to be able to leave, and most organizations seem to pathologically reproduce, their path despite threatening crises, it seems that further research on the pathological reproduction of paths is warranted (McKinley et al 2014).…”

Section: Introductionmentioning

confidence: 99%

“…First, this paper complements prior works on path reproduction with tentative insights into the retention of strategic premises. Due to the important role of premise stability for path reproduction, the explored mechanisms that stabilize strategic premises even in times of crisis and, therefore, obstruct strategic change shed further light on the pathological reproduction of paths and incumbents' challenges to conduct strategic change (Rothmann and Koch 2014;Tripsas 2009). Second, this paper offers a more nuanced understanding of the uncontested retention of strategic premises even in times of crisis.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Path Dependence and the Stabilization of Strategic Premises: How the Funeral Industry Buries Itself

Wenzel

2014

AMPROC

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Path Dependence and the Stabilization of Strategic Premises: How the Funeral Industry Buries Itself

Wenzel

2014

AMPROC

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With a little help from a stranger: The impact of external change agents on corporate sustainability investments

2018

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We investigate the role external change agents (e.g., consultants), play in stimulating corporate sustainability investments. Using data on more than 5,300 energy efficiency investment decisions by 462 firms, we find that firms that draw more strongly on external change agents seize significantly more sustainable investment opportunities. We show that external change agents are more effective in stimulating investments if they broadly search for investment opportunities and are more strongly involved in the implementation of change initiatives. Moreover, surprisingly, we do not find that using internal change agents in parallel with external agents enhances the effectiveness of external change agents. Our findings have important implications for the literature on corporate sustainability as they point to external change agents as an important means of steering firms onto more sustainable pathways. Additionally, we shed light on the conditions under which external change agents can be used to most effectively overcome organizational path dependencies.

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Path dependence of accountants: Why are they not involved in corporate sustainability?

2022

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Accounting has been identified as a key area to inform managers seeking to transform businesses towards sustainability. Empirical research, however, shows that management accountants are scarcely involved in sustainability accounting. This paper contributes to understanding their barriers, using path dependence theory as a theoretical framework to empirically investigate how accountants have become “locked in” by self‐reinforcing mechanisms. Based on semistructured interviews with 33 management accountants in Germany, the paper identifies three interrelated self‐reinforcing mechanisms that inhibit accountants from sustainability involvement. A strong focus on financial priorities and incremental improvements driven by top management expectations hinder the consideration of sustainability beyond its direct costs. Specialization is another barrier, as is an understanding of sustainability as peripheral rather than a core business. Contrary to prior literature, accountants express eagerness to learn, though rarely about sustainability. They rarely question assumptions about sustainability and their role, leading to missed opportunities for double‐loop learning and more transformative change.

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Creativity in strategic lock-ins: The newspaper industry and the digital revolution

Cited by 73 publications

References 46 publications

Path Dependence and the Stabilization of Strategic Premises: How the Funeral Industry Buries Itself

Path Dependence and the Stabilization of Strategic Premises: How the Funeral Industry Buries Itself

With a little help from a stranger: The impact of external change agents on corporate sustainability investments

Path dependence of accountants: Why are they not involved in corporate sustainability?

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