Group influence activities and the performance of strategic initiatives

Item Type Journal paper

This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance.

Authors Lechner, Christoph & Floyd, Steven
Projects Lechner, Christoph (2007) Micro-political and learning behavior in Corporate Entrepreneurship [fundamental research project]
Journal or Publication Title Strategic Management Journal
Language English
Keywords strategic initiatives;influence;renewal;exploration;behavioral theory
Subjects business studies
HSG Classification contribution to scientific community
HSG Profile Area SoM - Responsible Corporate Competitiveness (RoCC)
Refereed Yes
Date May 2012
Publisher Wiley
Place of Publication Oxford
Volume 33
Number 5
Page Range 478-495
Number of Pages 18
ISSN 0143-2095
ISSN-Digital 1097-0266
Publisher DOI 10.1002/smj.959
Depositing User Prof. Dr. Christoph Lechner
Date Deposited 03 Apr 2012 11:49
Last Modified 23 Aug 2016 11:12


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Lechner, Christoph & Floyd, Steven (2012) Group influence activities and the performance of strategic initiatives. Strategic Management Journal, 33 (5). 478-495. ISSN 0143-2095

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