Strategic Renewal of Organizations

By Rajshree Agarwal, Constance E. Helfat. Organ. Sci., 2009

721 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ae43d2f14d317fe84b37dd12f46776ffdcab11f6

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Such market pressures demand new strategies for dealing with and benefiting from empowered stakeholders (Agarwal & Helfat, 2009).”
Technology-Market Combinations and the Identification of Entrepreneurial Opportunities: An Investigation of the Opportunity-Individual Nexus (2012, background): “…scholars have pointed to the importance of entrepreneurial action as a means by which organizations can innovate (Kaplan, 2008; Puranam, Singh, & Zollo, 2006), grow (Dencker, Gruber, & Shah, 2009; Tzabar, 2009), and/or renew themselves (Agarwal & Helfat, 2009; Shamsie, Martin, & Miller, 2009).”
Dynamic Managerial Capabilities (2015, background): “Agarwal and Helfat (2009) further note the importance of dynamic managerial capabilities in strategic renewal (see also Helfat & Peteraf, 2009).”
Markets as networks: implications for strategy-making (2011, background): “Agarwal and Helfat (2009, p. 281) say that something is “strategic” if it “relates to a firm’s future prospects in a substantial way.” They suggest a number of factors having such importance: products, policies concerning scope and diversity, organization structure, administrative systems, coordina”
Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, background): “It would be interesting, for instance, to examine the effect of top managers’ EA on strategic renewal, especially when major environmental transformations occur that make an organization’s products obsolete (Agarwal and Helfat, 2009).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “It will also lend insights to the more general question that addresses a firm’s ability to renew itself strategically (Agarwal & Helfat, 2009).”
Post-entry survival of developing economy international new ventures: A dynamic capability perspective (2018, background): “Thus, INV survival may require higher order capabilities (e.g., dynamic ones) which could somewhat differ from those (e.g., ordinary or functional ones) needed for daily base business operations in local markets (Agarwal & Helfat, 2009; Audretsch, 1995; Teece, 2014).”
Knowledge spillovers and strategic entrepreneurship (2010, background): “1002/sej incremental renewal of the organization (Agarwal and Helfat, 2009).”
Footnotes to Research on Management Innovation (2014, background): “For instance, Agarwal and Helfat (2009) provided evidence that incumbents in different industries identify and enter new markets, improve their performance, and impact the future of industries.”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, background): “…2008; Uotila, Maula, Keil, & Zahra, 2009), organizational risk taking (e.g., Singh, 1986; Sitkin & Pablo, 1992), learning under ambiguous feedback (March & Olsen, 1976; Weick, 1979, 1995), and dynamic capability development (e.g., Agarwal & Helfat, 2009; Capron & Mitchell, 2009; Winter, 2000).”