Strategic renewal and the interaction of cumulative stress and inertia

Article Abstract:

Strategic renewal refers to the continuous evolution of an organization in response to internal and external demands. It is proposed that strategic renewal is driven by the tension between two states of dissatisfaction: inertia and stress. Inertia covers a wide spectrum of variables that preserve the status quo, including personal commitments, finanical investments and institutional mechanisms. Stress results when the organization's present strategy is incapable of responding to current demands on the organization. Four organization activities that result from and give rise to various relationships between stress and inertia are described. These activities are the gradual adaptation within the framework of extant strategy, the decision to make radical changes in strategy, the consideration of renewal alternatives, and the trial and evaluation of the new strategy.

Causes of, Organizational change

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Using simulated mergers to evaluate corporate diversification strategies

Article Abstract:

Simulation methods can be used to show the effects of diversification on corporate performance after mergers. Results suggest that conglomerate strategies should focus on fewer and larger units in order to reduce risk. Accounting benchmarks are provided that can be used to evaluate various business combinations. A risk-reduction rationale for unrelated mergers is presented, suggesting that absolute size and scope effects may be important variables in merger decisions.

Methods, Analysis, Conglomerate corporations, Mergers, acquisitions and divestments, Acquisitions and mergers, Simulation methods, Simulation

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The industry context of strategy, structure and performance: the U.K. brewing industry

Article Abstract:

Influences are identified on the competitive performance of British brewing industry firms. Key strategic qualities are related to firm performance and moved toward an explanation of what affects competitive standing. It is suggested that diversification strategies must be examined as a part of industry structure. A comparison is made between the experiences of large US and British firms.

Malt beverages, United Kingdom, Product information, Brewing industry, Breweries, Great Britain

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