Digging into the drivers of strategic renewal: a systematic literature review

Ahmadreza Raoofian · Ali Rajabzadeh Ghatari · Mohammad Fakhar Manesh · Rocco Palumbo

5 citations0/0 files storedInternational journal of organizational analysis

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Management and Leadership Business Strategies and Innovation Organizational Change and Leadership

Abstract

Purpose Scholars and practitioners have shown significant interest in the drivers of organizational survival. Black swan events, such as COVID-19, emphasize the salience of strategic renewal in ensuring organizational survival. However, consensus on the understanding of strategic renewal is limited. This study aims to achieve conceptual clarity on the definition of strategic renewal and synthesizes empirical evidence to articulate an integrative framework about the determinants of strategic renewal. Design/methodology/approach A mixed methodology combining bibliometric and systematic review was arranged to frame extant scholarly knowledge on strategic renewal. Altogether, 43 empirical studies were selected based on their relevance to identify the drivers of strategic renewal and arrange an integrative framework. Findings The review enabled the authors to identify 15 factors driving strategic renewal, which were categorized into three levels: strategic, organizational and managerial. An integrative framework was developed, representing the most influential factors at each stage of strategic renewal. Originality/value Fragmentation characterizing research about strategic renewal generates ambiguities that blur its conceptualization. Heterogeneous views and lack of consensus hamper the advancement of scientific knowledge in this domain. This integrative review advances the understanding of the drivers of strategic renewal. Furthermore, the integrative framework offers scholars and practitioners a comprehensive visual map of the strategic renewal process, enhancing the practical application of this concept. It also provides researchers with a foundation for generating innovative research questions and initiating future studies.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 5 citations exist upstream.

References

1991Firm Resources and Sustained Competitive Advantage 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance 2003Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1991Organizational Learning: The Contributing Processes and the Literatures

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.