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Group influence activities and the performance of strategic initiatives

Christoph Lechner & Steven Floyd

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abstract 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.
   
type journal paper
   
keywords strategic initiatives;influence;renewal;exploration;behavioral theory
   
project Micro-political and learning behavior in Corporate Entrepreneurship
language English
kind of paper journal article
date of appearance 5-2012
journal Strategic Management Journal
publisher Wiley (Oxford)
ISSN 0143-2095
ISSN (online) 1097-0266
DOI 10.1002/smj.959
volume of journal 33
number of issue 5
page(s) 478-495
review double-blind review
   
profile area SoM - Responsible Corporate Competitiveness (RoCC)
citation Lechner, C., & Floyd, S. (2012). Group influence activities and the performance of strategic initiatives. Strategic Management Journal, 33(5), 478-495, DOI:10.1002/smj.959.