Strategic reorientation entails justifying new directions in light of the past. While organizations invoke their past when facing strategic shifts, these invocations can yield divergent outcomes, enabling renewal in some cases while constraining change or producing stagnation and even decline in others.
This paper develops a process theory of how the past shapes organizational futures.
Authors and affiliations:
● Gideon D. Markman, Louisiana State University, USA
● Miruna Radu-Lefebvre, Audencia Business School, France
● James Davis, Utah State University, USA
● William B. Gartner, Audencia Business School, France
