The academic, consulting, and practitioner-oriented literatures present many examples of companies that have failed to adapt their strategy in the face of a changing competitive arena, even when their top managers and executives acknowledged the need for change—and had a reasonable idea of what ought to be done. By means of an in-depth study of two polar cases of large companies from the fast-moving consumer goods sector, this study sheds light on the complex intertwined causes that lead some companies into strategic inertia, while others engage in strategic renewal. Our theoretical framing of possible causes of inertia encompasses cognitive schema, power and politics, emotions, and communication. Our findings provide credible evidence that strategic inertia (or renewal) is the outcome of conjunctural causation, so that a similar initial cause may result in different outcomes depending on the processual interaction with other contributing factors at the organizational, group, and individual levels. The conjunction of various causes can lead a company's managers to adhere rigidly to their sources of past success or, alternatively, embrace novel pathways despite short-term uncertainty and anxiety.

中文翻译：

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战略惯性与更新：对市场变化的对比反应


学术、咨询和以实践为导向的文献提供了许多公司的例子，这些公司在面对不断变化的竞争环境时未能调整其战略，即使它们的高层管理人员和高管承认变革的必要性，并且对变革有合理的想法。应该做什么。本研究通过对快速消费品行业大企业的两个极端案例的深入研究，揭示了导致一些企业陷入战略惯性、另一些企业进行战略更新的复杂交织原因。我们对惰性可能原因的理论框架包括认知模式、权力和政治、情感和沟通。我们的研究结果提供了可靠的证据，表明战略惰性（或更新）是联合因果关系的结果，因此，类似的初始原因可能会导致不同的结果，具体取决于组织、群体和个人层面与其他影响因素的过程相互作用。各种原因的结合可能会导致公司的管理者严格遵守过去成功的根源，或者尽管存在短期的不确定性和焦虑，但仍接受新的途径。