The strategy and change interface: understanding “enabling” processes and cognitions

Abstract

The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude our editorial by identifying some yet unanswered questions.

Citation

Zubac, A., Dasborough, M., Hughes, K., Jiang, Z., Kirkpatrick, S., Martinsons, M.G., Tucker, D. and Zwikael, O. (2021), "The strategy and change interface: understanding “enabling” processes and cognitions", Management Decision, Vol. 59 No. 3, pp. 481-505. https://doi.org/10.1108/MD-03-2021-083