Call for Papers

This sub-theme focuses on understanding unintended organizational consequences of major strategic decisions and the development of emergent strategies and decision patterns. Strategy scholars have advocated a rational view of strategic decision-making and actions. In this vein, strategies typically involve top-down approaches and implications that flow naturally from intended policies. However, this perspective has also been criticized frequently. For instance, it has been well documented that intended strategies typically also involve unintended organizational consequences, i. e. effects that escape the intention of change planners, and that strategic development and change should be viewed as emergent processes (e.g., Harris & Ogbonna 2002; Johnson, 1987; Mintzberg, 1978). Nonetheless, in business practice, many organizations attempt to implement strategic change through top-down initiatives.
 
Prior research in strategy and organization has emphasized rather consistently that major strategic decisions, undertaken by the top-management, result in various unintended organizational consequences. Downsizing activities, although typically aimed at improving firm performance, lead to decreased innovation activities, lower organizational reputation, and creativity as well as lower employee motivation (e.g., Amabile & Conti, 1999; Love & Kraatz, 2009). Acquisition decisions may result, for example, in unforeseen integration difficulties and costs, and may also incentivize rivals’ competitive responses (King & Schriber, 2016; Meyer, 2008; Uhlenbruck et al., 2017). In a similar vein, unintended consequences may result in serendipitous value creation opportunities, opening up unplanned growth options (Colman & Lunnan, 2011; Graebner, 2004). Thus, while there is growing awareness that processes and dynamics may evolve during implementation that alternate the initially intended strategies and provide produce emergent alternatives, we still know very little about the processes by which unintended consequences and emergent patterns are produced.
 
As there remains much to be understood, in this sub-theme, we aim to discuss the various unintended consequences of strategic initiatives and actions, the role of various external actors for the emergence of strategic actions and organizational outcomes as well as the chaotic and creative dynamics that impact the emergence of strategic patterns. In doing so, this sub-theme provides a forum to researchers across the realms of organization theory, strategic management, organizational behavior, and corporate governance.
 
While we hope this Call for Papers sparks scholars’ inspiration broadly speaking, we invite contributions that address (but not exclusively) the following questions:

• What kinds of unintended consequences and patterns may arise in organizations in the context of major strategic decisions and their implementation (e.g., acquisitions, divestitures, spin-offs, global expansion)?

• How do firms cope with unintended consequences that may follow from their strategic initiatives and organizational processes?

• How are emergent patterns and unintended consequences shaped by, be it within or outside the firm?

• How do stakeholders impact a firm’s decisions and actions, and to which extent are they part of emergent processes and dynamics?

• What kind of creative organizational practices and dynamics arise due to the implementation of major strategic decisions and initiatives, and how do they develop?

• What role do cognitions and temporal considerations and dynamics play for the emergence of strategic alternatives?

We encourage theoretical and empirical submissions addressing (but not limited to) the following topics: strategic leadership and decision-making, managerial cognitions, attention-based view, behavioral theories, organizational ambidexterity, stakeholder theory, financial markets and actors, upper echelons as well as related concepts, theories, and fields.
 
Contributions may be either theoretical-conceptual or empirical. All kinds of quantitative or qualitative empirical settings (e.g., longitudinal studies, process studies, secondary data analyses, case studies, surveys, experiments, and actor-centered measurements) are appreciated. We also encourage multi-level analyses. Our aim is to create a platform for scholars with various backgrounds to engage in, explore and further develop the field of the nexus between strategy and organization.
 

References

• Amabile, T.M., & Conti, R. (1999): “Changes in the work environment for creativity during downsizing.” Academy of Management Journal, 42 (6), 630–640.

• Balogun, J., & Johnson, G. (2005): “From intended strategies to unintended outcomes: The Impact of change recipient sensemaking.” Organization Studies, 26 (11), 1573–160.
• Colman, H.L., & Lunnan, R. (2011): “Organizational identification and serendipitous value creation in post-acquisition integration.” Journal of Management, 37 (3), 839–860.
• Graebner, M.E. (2004): “Momentum and serendipity: How acquired leaders create value in the integration of technology firms.” Strategic Management Journal, 25 (8–9), 751–777.
• Harris, L.C., & Ogbonna, E. (2002): “The unintended consequences of culture interventions: A study of unexpected outcomes.” British Journal of Management, 13 (1), 31–49.
• Jiang, Y.,, & Tornikoski, E.T. (2019): “Perceived uncertainty and behavioral logic: Temporality and unanticipated consequences in the new venture creation process.” Journal of Business Venturing, 34 (1), 23–40.
• Johnson, G. (1987): Strategic Change and the Management Process. Oxford: Basil Blackwell.
• King, D.R., & Schriber, S. (2016): “Addressing competitive responses to acquisitions.” California Management Review, 58 (3), 109–124.
• Love, E.G., & Kraatz, M. (2009): “Character, conformity, or the bottom line? How and why downsizing affected corporate reputation.” Academy of Management Journal, 52 (2), 314–335.
• MacKay, R.B., & Chia, R. (2013): “Choice, chance, and unintended consequences in strategic change: A process understanding of the rise and fall of NorthCo Automotive.” Academy of Management Journal, 56 (1), 208–230.
• McKinley, W., & Scherer, A. (2000): “Some unanticipated consequences of organizational restructuring.” Academy of Management Review, 25, 735–752.
• Meyer, C.B. (2008): “Value leakages in mergers and acquisitions: Why they occur and how they can be addressed.” Long Range Planning, 41 (2), 197–224.
• Mintzberg, H. (1978): “Patterns in strategy formation.” Management Science, 24 (9), 934–948.
• Thietart, R.A. (2016): “Strategy dynamics: Agency, path dependency, and self‐organized emergence.” Strategic Management Journal, 37 (4), 774–792.
• Uhlenbruck, K., Hughes-Morgan, M., Hitt, M.A., Ferrier, W.J., & Brymer, R. (2017): “Rivals’ reactions to mergers and acquisitions.” Strategic Organization, 15 (1), 40–66.
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