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The purpose of this study is to synthesize the literature on the topic of strategic renewal by identifying the key dimensions of extant research and the connections between fragmented research domains.

This study applies systematic literature review to identify the level of consistency and generalizability of research findings across existing studies in a comprehensive manner.

This study identifies six main themes of strategic renewal in the extant literature: (1) antecedents, (2) initiation, (3) logic, (4) structure, (5) process and (6) outcomes of strategic renewal.

By integrating the current streams of research, the review offers a conceptual model of strategic renewal that maps the current state of the research and provide insights into key themes for the future research.

This study, identifies connections between fragmented research domain and offers a conceptual framework of strategic renewal.

This paper aims to systematically review and synthesize existing research on learning-driven strategic renewal and examines the findings to elucidate the dimensions, antecedents, mechanisms and consequences associated with learning-driven strategic renewal, thereby addressing gaps in the existing literature.

This research covers learning-driven strategic renewal from 1992 to 2022, using hybrid snowball sampling techniques and Boolean searches on the Scopus and Web of Science databases to extract 49 papers.

This review proposes an organizing framework for learning-driven strategic renewal, building upon existing literature. The framework identifies various dimensions of the process, including antecedents, mechanisms and consequences. The antecedents are categorized into individual, organizational and external factors. The mechanisms for learning-driven strategic renewal were explored within the context of Crossan’s established 4I framework, which serves as a lens for emphasizing the balance between exploratory and exploitative learning. Within this framework, intuiting, interpreting, integrating and institutionalizing are the four “Is” that guide the renewal process. These mechanisms require a robust system to enforce the prescribed processes effectively, thereby contributing to long-term firm performance and sustainability.

Despite using search terms similar to those in existing literature on strategic renewal, the scope and depth of this study may be limited. Further research may benefit from bibliometric screening or more refined inclusion criteria.

While there has been extensive research into both organizational learning and strategic renewal, no coherent framework links them. This study fills this gap by building a framework that identifies connections between these two concepts, providing valuable insights that may be used to foster successful strategic renewal efforts. The review offers valuable knowledge and understanding of the subject matter, serving as useful guidance for effectively driving renewal initiatives within organizations.

Recent studies have indicated that digital transformation can benefit an organization’s strategic renewal. However, there is little knowledge on how business executives engage in digital transformation for this purpose, especially in the service sectors of emerging markets. Therefore, this study aims to examine how business managers accomplish strategic renewal through digital transformation in emerging markets.

The authors conducted a longitudinal single case study of a leading business firm in China’s real estate industry, China Overseas Land & Investment Ltd. (COLI). Results of the analysis of semistructured interviews and rich secondary data allowed us to better understand how business managers react to changing customer demands by building and implementing divergent digital tools to fulfill strategic renewal.

The results showed that business executives of COLI developed the Whole Life Cycle Management System, to achieve strategic renewal. The system benefits resource allocation and potential adjustments to strategic goals. This study also helps update the organizational structure of the marketing and consumer services departments, helping better satisfy consumers’ demands and waste fewer resources. Thus, COLI accomplished structural, contextual and leadership-based ambidexterity.

This study provides a fresh understanding of the link between digitalization and strategic renewal by providing a fine-grained analysis of leading service providers in emerging markets. To the best of the authors’ knowledge, this study is among the first to investigate the role of digital transformation in strategic renewal from an ambidexterity perspective.

Firms need to constantly renew themselves to keep up with the pace of competition and proactively establish innovations to the markets. This requires capabilities in learning and renewing of the firm’s knowledge base, conceptualized as renewal capital of the firm. On the other hand, firms that acquire high levels of competitiveness by renewing their knowledge base also need to protect that knowledge from unwanted spillovers. This study aims to examine how renewal capital affects incremental and radical innovation performance of the firm, moderated by the firm’s protection of its strategic knowledge.

The study is based on a multi-industry survey study with a time-lagged data set, with independent variables collected in the first wave, followed by a second wave four years later for the dependent variables. The authors test the hypotheses using partial least squares structural equation modeling.

The authors find that firms’ renewal capital is positively associated with the level of incremental and radical innovation. Furthermore, the authors find that knowledge protection negatively moderates the relationship between renewal capital and incremental innovation performance of the firm. In case of radical innovation performance, similar moderating effect is not statistically supported.

With a time-lagged research design, this study study reveals the interdependent roles of renewal capital and knowledge protection for firm’s innovation performance, and provides insights of when (and when not) it would be beneficial for a firm to seek renewal and protective oriented approaches.

There is a small amount of research that examines the post-crisis communication efforts of organizations (Coombs, 2012). The discourse of renewal has a focus on learning and positive views of the future. However, there have been some efforts to link it with memorials (Veil et al., 2011). More can be done so that memorials and remembering enhance our understanding of the effects of post-crisis communication. This paper analyzes the Texas A&M Bonfire tragedy as an example of how remembrance, through the shared experience of grief and memorializing, communicates renewal and how the narrative of the crisis has been successfully institutionalized within the organization.

The study relies on 12 qualitative interviews with undergraduate students attending Texas A&M.

The findings indicate that memorials are important facilitators of renewal as they carry multiple messages. The results from the study indicated that the narrative of the Bonfire crisis has been embedded within the organizational culture of A&M through a memorialization process facilitated by renewal discourse. Additionally, renewal was found to influence stakeholder perceptions of crises and to be an underlying force of learning and change following organizational crisis.

The paper explores how an organization presents a past crisis to new stakeholders. This paper explores how stakeholders experience and interpret that post-crisis communication. Additionally, the memorial creates a remembering-forgetting tension as organizations want stakeholders to forget the negatives from a crisis.

The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM implementation by underlining particular activities, which are involved in this process during strategic renewal.

The authors report a qualitative study of a TM program in a Finnish–Swedish Multinational corporation undergoing major strategic renewal. The data consist of 46 semi-structured interviews and secondary data.

The role of TM in the context of strategic renewal is to provide the conditions for the self-initiation and identification of potential change agents and for the development of the talented employees to perform in their roles of change agent. In the context of strategic renewal, TM process consists of identification of key projects to address critical business opportunities and challenges, the identification of talented employees to execute them, and the identification and creation of key positions.

The authors encourage scholars to explore the empirical settings characterized by change and unpredictability in more detail, and thus examine the role of talented employees and TM in other specific contexts. Future studies are also encouraged to study other cultural settings and examine to what degree the process of TM implementation may positively influence attitudes and behaviors of talented employees and, consequently, the overall organizational performance.

This study offers practical advice for top management and HR managers. First, the process of TM implementation during strategic renewal should start with the identification of “must-win-battles” that can have a more profound impact on change. Furthermore, top management should allow and enable motivated potential talented employees to volunteer for the job of aiding company-wide changes. Next, top management should provide the talented employees with the space to come up with novel ideas and conceive new business opportunities. Finally, the importance of transparent and spot-on evaluation criteria should be emphasized.

The study contributes to advancing our understanding of TM and strategic management in practice.

The aim of this paper is to present a systematic approach to provide decision makers in the Taipei City Government and private developers with an opportunity to review their decisions on urban renewal project selections, and to provide a model which could be adapted for other locations.

Porter's diamond model of competitive advantage is applied to establish evaluating criteria on urban competitiveness quality, and a fuzzy set theory combining the PROMETHEE method is used to determine the priority of projects. In assigning scores for urban sustainability, the expected return for each project is calculated for the economic dimension and a subjective scale has been used for the social and environmental dimensions. Genetic algorithms (GA) are introduced to search optimal solutions considering cost‐score tradeoffs for decisions on investment ratio determination and renewal type selection. The proposed approach is tested by evaluating 13 urban renewal projects in Taipei City.

The three‐stage model proposed by this study has established a comprehensive and systematic approach that considers key factors in urban renewal, assesses renewal projects from the standpoint of urban competitiveness and sustainability, and provides decision makers with helpful guidelines for investment.

There is difficulty in re‐examining social and environmental issues of the city government's earlier decisions became decision makers did not fully consider these two issues at the beginning of the planning stage, which is a limitation of this research.

The results documented in the paper provide many other cities facing similar renewal decision problems with insightful strategies and useful implications.

The purpose of this paper is to examine how entrepreneurial orientation (EO) and strategic renewal (as a critical dimension of corporate entrepreneurship) might transmit government institutional support and thereby enhance firm performance in a transition economy.

Multi-respondent data were collected from 230 Chinese-based firms. The hypotheses were tested with structural equation modeling, in combination with a bias-corrected bootstrap method, to assess the significance of the theorized direct and indirect relationships.

Government institutional support enhances EO and strategic renewal individually, yet EO also fully mediates the relationship between government institutional support and strategic renewal. Moreover, strategic renewal fully mediates the relationship between EO and firm financial performance, and it partially mediates the relationship between EO and firm reputation.

This study contributes to entrepreneurship literature by testing an organization-level model of entrepreneurial phenomena in established firms that identifies EO and strategic renewal as two distinct mechanisms through which government institutional support in a transition economy can enhance organizational effectiveness, which entails the firm’s financial performance and reputation. In doing so, this study provides an extended understanding of how EO and strategic renewal might influence a firm’s financial and nonfinancial outcomes in different ways.

The purpose of this paper is to analyze how strategic renewal occurs in large incumbent newspaper companies facing a specific context of environment scarcity (i.e. environmental dissolution (the market gradually changing in size and scope)). Within the media industry, the Kingdom of Saudi Arabia (KSA) offers a particularly interesting research setting because the number of competitors in the regional market is regulated by the government; consequently, the incumbent firms face the same local environment. This situation offers the possibility to shed light on how the orientation of the top management team (TMT) of the firm influences the strategic renewal and the traditional business model of the firm.

The strategic renewal of the three largest incumbents of the print newspapers in KSA over 12 years (from 2000 to 2012) was analyzed with a qualitative approach (archival data and 30 interviews with the TMTs of each company and with external observers). A two-step analysis of within-case analysis and cross-case analysis was used.

Building on Schmitt et al.’s (2016) framework, it was empirically found that depending on the orientation of the TMT, the managerial perception of the firm’s environment within the same scarcity situation leads to different strategic renewal responses. The findings demonstrate that internally oriented TMTs engage in incremental business model changes, while externally oriented TMTs engage in disruptive business model changes. However, management’s attitude toward technology has been neglected in the literature so far, and it was concluded that technology plays a mediating role in strategy renewal.

Recent research on strategic renewal in times of environmental scarcity has built on both population ecology and strategic choice literatures and has argued that varying CEO perceptions can lead to very different strategic responses. Other research on business models has started to explore the role of technology in business model evolution. In the context of environmental dissolution, it can be argued that the attitude of the TMT toward technology has a mediating role in business model evolution.

In times of environmental dissolution – the traditional market of the firm changes not only in size but also in scope – strategic renewal is conditioned by the orientation of the TMT and its attitude toward technology. When the traditional business model of the firm is put under pressure by such changes, teams with an external orientation or an appetite for technology will be more likely able to engage in business model disruption.

The authors have had the opportunity to conduct case studies on three large newspapers companies in a country where the regulation is very strong and press freedom is not comparable to other European or North-American countries.

Improvement of the environment quality and human development has become the main focus of modern urban development. Micro-renewal is a relatively people-oriented model of urban transformation compared with traditional renewal modes. To improve the theoretical system of neighborhood micro-renewal from a microcosmic perspective, a comprehensive analysis of neighborhood residents' cognition is needed. The purpose of the study is to explore the possibilities and methods of applying gene theory into the study of neighborhood micro-renewal.

According to the meme theory, the research explores the genetic analysis of neighborhood micro-renewal. The cross-over studies with “gene theory” from natural science to social science are analyzed and the neighborhood micro-renewal system was constructed from the perspective of micro-participants and micro-objects. Moreover, the concept of neighborhood “micro-renewal gene” was put forward. Finally, the authors show three application scenarios of public participation with a specific neighborhood micro-renewal project.

The cross research on urban studies with gene theory could be divided into three scales and four research fields. The characteristics of carrying out neighborhood micro-renewal in China could be summarized as micro-participants and micro-objects. Residents' cognition could be considered as “micro-renewal gene” in refer to meme theory. The application scenarios of introducing “micro-renewal gene” into the study of neighborhood renewal are of great potentialities.

Neighborhood micro-renewal system was constructed from the perspective of micro-participants and micro-objects. Moreover, neighborhood “micro-renewal gene” was proposed and applied into the study of this system in refer to meme theory.