Strategic transition

Gespeichert in:

Autor*in:	Mallon, Mark R. [verfasserIn] Lanivich, Stephen E. [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2024

Schlagwörter:	redeployability resource-based view slack resources strategic renewal strategic transition

Übergeordnetes Werk:	Enthalten in: Strategic change - New York, NY : Wiley Interscience, 1996, 33(2024), 2 vom: März, Seite 117-125
Übergeordnetes Werk:	volume:33 ; year:2024 ; number:2 ; month:03 ; pages:117-125

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.1002/jsc.2567

Katalog-ID:	1885392508

Internformat


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982			\|2 26 \|1 00 \|x DE-206 \|b There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.

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allfields	10.1002/jsc.2567 doi (DE-627)1885392508 (DE-599)KXP1885392508 DE-627 ger DE-627 rda eng Mallon, Mark R. verfasserin aut Strategic transition Mark R. Mallon, Stephen E. Lanivich 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206 Lanivich, Stephen E. verfasserin aut Enthalten in Strategic change New York, NY : Wiley Interscience, 1996 33(2024), 2 vom: März, Seite 117-125 Online-Ressource (DE-627)320417891 (DE-600)2002166-5 (DE-576)114617554 1099-1697 nnns volume:33 year:2024 number:2 month:03 pages:117-125 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/jsc.2567 Verlag lizenzpflichtig https://doi.org/10.1002/jsc.2567 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2024 2 3 117-125 26 01 0206 4509119593 x1z 09-04-24 26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.
spelling	10.1002/jsc.2567 doi (DE-627)1885392508 (DE-599)KXP1885392508 DE-627 ger DE-627 rda eng Mallon, Mark R. verfasserin aut Strategic transition Mark R. Mallon, Stephen E. Lanivich 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206 Lanivich, Stephen E. verfasserin aut Enthalten in Strategic change New York, NY : Wiley Interscience, 1996 33(2024), 2 vom: März, Seite 117-125 Online-Ressource (DE-627)320417891 (DE-600)2002166-5 (DE-576)114617554 1099-1697 nnns volume:33 year:2024 number:2 month:03 pages:117-125 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/jsc.2567 Verlag lizenzpflichtig https://doi.org/10.1002/jsc.2567 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2024 2 3 117-125 26 01 0206 4509119593 x1z 09-04-24 26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.
allfields_unstemmed	10.1002/jsc.2567 doi (DE-627)1885392508 (DE-599)KXP1885392508 DE-627 ger DE-627 rda eng Mallon, Mark R. verfasserin aut Strategic transition Mark R. Mallon, Stephen E. Lanivich 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206 Lanivich, Stephen E. verfasserin aut Enthalten in Strategic change New York, NY : Wiley Interscience, 1996 33(2024), 2 vom: März, Seite 117-125 Online-Ressource (DE-627)320417891 (DE-600)2002166-5 (DE-576)114617554 1099-1697 nnns volume:33 year:2024 number:2 month:03 pages:117-125 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/jsc.2567 Verlag lizenzpflichtig https://doi.org/10.1002/jsc.2567 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2024 2 3 117-125 26 01 0206 4509119593 x1z 09-04-24 26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.
allfieldsGer	10.1002/jsc.2567 doi (DE-627)1885392508 (DE-599)KXP1885392508 DE-627 ger DE-627 rda eng Mallon, Mark R. verfasserin aut Strategic transition Mark R. Mallon, Stephen E. Lanivich 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206 Lanivich, Stephen E. verfasserin aut Enthalten in Strategic change New York, NY : Wiley Interscience, 1996 33(2024), 2 vom: März, Seite 117-125 Online-Ressource (DE-627)320417891 (DE-600)2002166-5 (DE-576)114617554 1099-1697 nnns volume:33 year:2024 number:2 month:03 pages:117-125 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/jsc.2567 Verlag lizenzpflichtig https://doi.org/10.1002/jsc.2567 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2024 2 3 117-125 26 01 0206 4509119593 x1z 09-04-24 26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.
allfieldsSound	10.1002/jsc.2567 doi (DE-627)1885392508 (DE-599)KXP1885392508 DE-627 ger DE-627 rda eng Mallon, Mark R. verfasserin aut Strategic transition Mark R. Mallon, Stephen E. Lanivich 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206 Lanivich, Stephen E. verfasserin aut Enthalten in Strategic change New York, NY : Wiley Interscience, 1996 33(2024), 2 vom: März, Seite 117-125 Online-Ressource (DE-627)320417891 (DE-600)2002166-5 (DE-576)114617554 1099-1697 nnns volume:33 year:2024 number:2 month:03 pages:117-125 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/jsc.2567 Verlag lizenzpflichtig https://doi.org/10.1002/jsc.2567 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2024 2 3 117-125 26 01 0206 4509119593 x1z 09-04-24 26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.
language	English
source	Enthalten in Strategic change 33(2024), 2 vom: März, Seite 117-125 volume:33 year:2024 number:2 month:03 pages:117-125
sourceStr	Enthalten in Strategic change 33(2024), 2 vom: März, Seite 117-125 volume:33 year:2024 number:2 month:03 pages:117-125
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topic_facet	redeployability resource-based view slack resources strategic renewal strategic transition
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container_title	Strategic change
authorswithroles_txt_mv	Mallon, Mark R. @@aut@@ Lanivich, Stephen E. @@aut@@
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">33</subfield><subfield code="j">2024</subfield><subfield code="e">2</subfield><subfield code="c">3</subfield><subfield code="h">117-125</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4509119593</subfield><subfield code="y">x1z</subfield><subfield code="z">09-04-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.</subfield></datafield></record></collection>
author	Mallon, Mark R.
spellingShingle	Mallon, Mark R. misc redeployability misc resource-based view misc slack resources misc strategic renewal misc strategic transition Strategic transition
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topic_title	26 00 DE-206 There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it Strategic transition Mark R. Mallon, Stephen E. Lanivich redeployability (dpeaa)DE-206 resource-based view (dpeaa)DE-206 slack resources (dpeaa)DE-206 strategic renewal (dpeaa)DE-206 strategic transition (dpeaa)DE-206
topic	misc redeployability misc resource-based view misc slack resources misc strategic renewal misc strategic transition
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title_full	Strategic transition Mark R. Mallon, Stephen E. Lanivich
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up_date	2024-07-04T16:41:34.548Z
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">33</subfield><subfield code="j">2024</subfield><subfield code="e">2</subfield><subfield code="c">3</subfield><subfield code="h">117-125</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4509119593</subfield><subfield code="y">x1z</subfield><subfield code="z">09-04-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">There are few theories explaining how firms can persist through large-scale changes. Extending Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas, we explicate a theory of how firm resources affect the success of this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, relatedness of industries, and slack resources enable firms to transform themselves such that they operate in an entirely new domain. Furthermore, we point to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it. Key Points We extend Penrose's maxim that the firm can continue to grow or exist by exiting unprofitable markets and entering higher-growth areas. We explicate a theory of how firm resources affect this transformational phenomenon, which we call strategic transition. We propose that resource redeployability, the relatedness between the old and new industry, and slack resources affect the ability of firms to transform themselves such that they operate in an entirely new domain. We also illustrate to the equifinality of strategic transition and produce a typology of the paths firms may take to achieve it.</subfield></datafield></record></collection>
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