This article brings together research perspectives on strategic change and organizational behavior to construct a series of theoretical propositions regarding the likelihood that a firm will undertake a change in strategy. Drawing on the concept of “situational strength”, it is argued that the personality traits of strategic decision makers interact with environmental conditions faced by the firm to influence the likelihood of a firm’s change in strategy. In weak situations, individual differences are likely to exert significantly more influence on the firm’s likelihood of undertaking a strategic change than in strong situations.
Mullins, J. and Cummings, L. (1999), "Situational strength – A framework for understanding the role of individuals in initiating proactive strategic change", Journal of Organizational Change Management, Vol. 12 No. 6, pp. 462-479. https://doi.org/10.1108/09534819910300846Download as .RIS
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