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“Strategic renewal is now a ubiquitous phenomenon. It is one of the fundamental
antecedents of firm success and both its explicit and implicit impact can be witnessed
across all industries as they evolve. However, like most so called ‘umbrella constructs’,
strategic renewal is now manifest in many forms and consequently lacks sufficient clar-
ity. This book addresses this intellectual challenge and the editors have orchestrated
a compelling treatise of the conceptual underpinnings, theoretical antecedents, and
micrcofoundations of strategic renewal. It provides a forensic assessment of strategic
renewal knowledge. This book will be widely read, frequently referred to, and most
certainly heavily cited by students and scholars.”
Professor Robert E. Morgan, Cardiff University

“This book brings together novel and insightful contributions around the theme of
strategic renewal. Lead by an editorial team that has generated significant insights
into this topic, and with authors who have each in their own right studied aspects of
strategic renewal, it promises to help redefine the academic study of strategic
renewal. I particularly appreciate how this book straddles across a variety of levels of
analysis, all the way from the individual to the effects that countries may have on
firm choices. I think this book makes for an excellent purchase, both for academics
and for practitioners who seek a deeper understanding.”
Michael Mol, Professor of Strategic and International Management,
Copenhagen Business School

“Tuncdogan, Lindgreen, Volberda, and van den Bosch provide in this book
a comprehensive set of insightful readings on strategic renewal. The chapters of
the book range from the core concepts and psychological and organizational ante-
cedents of renewal to strategic renewal through acquisitions, alliances, and inter-
national expansion. Collectively, the chapters of the book provide a great
overview of the multidimensional and multilevel concept of strategic renewal and
in-depth insights into some of the most recent research on the topic area.”
Professor Tomi Lamaanen, Director and Chair of Strategic Management
Institute of Management, University of St. Gallen

“Strategic renewal is extremely difficult to bring about for most companies, as

numerous forces, internal as well external, seek to maintain the status quo. Yet, it
stands to reason that renewal is a must, and that it may even have to take place
with increasing frequency. The problem is that rather little research-based know-
ledge exists about how renewal can successfully be brought about. This is why
Tuncdogan, Lindgreen, Volberda and van den Bosch's new edited volume is so
important: It successfully summarizes existing knowledge and significantly moves
the knowledge frontier forward! It will be a standard reference on strategic
renewal for years to come.”
Dr. Nicolai Foss, Rodolfo Debenedetti Chaired Professor of
Entreprenuership, Bocconi University
This page intentionally left blank
Strategic Renewal

Strategic Renewal is an original research anthology offering insight into a subject area
which, although critical for the sustained success of organizations, has received relatively
little attention as distinct from the more general phenomenon of strategic change.
Firstly, by providing a summary of the literature, this research anthology helps graduate
students and new researchers grasp the current state of affairs in the field. Secondly, this
research anthology will help update the knowledge base of the existing researchers in the
field. By bringing together various studies, the research anthology determines the core
concepts of the field and elucidates the key gaps and future research areas. Through con-
tributions building on the knowledge bases of other disciplines, this research anthology
develops an interdisciplinary research agenda, giving the reader an in-depth understanding
of the mediating, moderating, and antecedent variables concerning strategic renewal.
Strategic Renewal aims to provide a state-of-understanding to the subject, as well as
a clear picture of the cross-disciplinary landscape that informs the subject. Thus, this
research anthology is essential reading for managers, consultants, and other practi-
tioners, as well as students and scholars of business.

Aybars Tuncdogan is a lecturer (Assistant Professor) in Marketing at King’s Business

School, King’s College London. He is a Fellow of the Higher Education Academy, a
committee member of the British Academy of Management’s marketing group and an
editorial review board member of Industrial Marketing Management.

Dr Adam Lindgreen is Professor of Marketing at Copenhagen Business School

where he heads the Department of Marketing. He also is Extra Ordinary Professor
with University of Pretoria’s Gordon Institute of Business Science. Dr Lindgreen
received his PhD from Cranfield University. He has published in the California Man-
agement Review, Journal of Business Ethics, Journal of Product and Innovation Management,
Journal of the Academy of Marketing Science, and Journal of World Business, among others.

Henk Volberda is Professor of Strategic Management & Business Policy and Director
of Knowledge Transfer at Rotterdam School of Management, Erasmus University.
Moreover, he is Scientific Director of the Erasmus Centre for Business Innovation.

Frans van den Bosch is Emeritus Professor of management interfaces between

organizations and environment at the Department of Strategic Management & Entre-
preneurship, Rotterdam School of Management, Erasmus University.
Routledge Studies in Innovation, Organizations and Technology

Social Inclusion and Usability of ICT-Enabled Services

Edited by Jyoti Choudrie, Panayiota Tsatsou and Sherah Kurnia

Strategic Marketing for High Technology Products

An Integrated Approach
Thomas Fotiadis

Responsible Research and Innovation

From Concepts to Practices
Edited by Robert Gianni, John Pearson and Bernard Reber

Technology Offsets in International Defence Procurement

Kogila Balakrishnan

Social Entrepreneurship and Social Innovation

Ecosystems for Inclusion in Europe
Edited by Mario Biggeri, Enrico Testi, Marco Bellucci, Roel During, and
H. Thomas R. Persson

Innovation in Brazil
Advancing Development in the 21st Century
Edited by Elisabeth Reynolds, Ben Ross Schneider and Ezequiel Zylberberg

Strategic Renewal
Core Concepts, Antecedents, and Micro Foundations
Edited by Aybars Tuncdogan, Adam Lindgreen, Henk Volberda, and
Frans van den Bosch

For more information about the series, please visit www.routledge.com/

Routledge-Studies-in-Innovation-Organizations-and-Technology/book-
series/RIOT
Strategic Renewal
Core Concepts, Antecedents,
and Micro Foundations

Edited by Aybars Tuncdogan,

Adam Lindgreen, Henk Volberda,
and Frans van den Bosch
First published 2019
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
52 Vanderbilt Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2019 selection and editorial matter, Aybars Tuncdogan, Adam Lindgreen,
Henk Volberda, and Frans van den Bosch; individual chapters, the contributors
The right of Aybars Tuncdogan, Adam Lindgreen, Henk Volberda, and
Frans van den Bosch to be identified as the authors of the editorial
material, and of the authors for their individual chapters, has been asserted
in accordance with sections 77 and 78 of the Copyright, Designs and
Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced
or utilized in any form or by any electronic, mechanical, or other means,
now known or hereafter invented, including photocopying and recording,
or in any information storage or retrieval system, without permission in
writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and explanation
without intent to infringe.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-Publication Data
A catalog record has been requested for this book

ISBN: 978-1-4724-8647-9 (hbk)

ISBN: 978-0-429-05786-1 (ebk)

Typeset in Bembo
by Integra Software Services Pvt. Ltd.
For Yonca and Meryem—Aybars
For Rob, a colleague and a friend—Adam
For Anna—Henk
For Trudy—Frans
This page intentionally left blank
Contents

List of figures xii

List of tables xiii
About the editors xiv
About the contributors xix
Preface and acknowledgment xxviii

PART 1
Introduction 1

1 A brief look at the strategic renewal literature 3

PART 2
Core concepts 19

2 Strategic renewal and dynamic capabilities: managing uncertainty,

irreversibilities, and congruence 21
DAVID J. TEECE

3 Corporate strategic change towards sustainability: a dynamic

capabilities view 52
QIANG WU, QILE HE, AND YANQING DUAN

4 Towards a cognitive dimension: the organizational ambidexterity

framework 76
PÄIVI KARHU AND PAAVO RITALA

5 Knowledge management practices for stimulating incremental and

radical product innovation 100
PETRA ANDRIES, SOPHIE DE WINNE AND ANNA BOS-NEHLES
x Contents
6 Boards of directors and strategic renewal: how do human and
relational capital matter? 119
BAS BOSBOOM, MARIANO L.M. HEYDEN, AND JATINDER S. SIDHU

PART 3
Psychological antecedents and micro-foundations of
strategic renewal 141

7 Emotion and strategic renewal 143

QUY HUY AND CHRISTINE SCHEEF

8 The micro-foundations of strategic renewal: middle managers’

job design, strategic change culture, organizational effectiveness
unit, and innovative work behavior 160
TOMISLAV HERNAUS AND MATEJ ČERNE

9 Regulatory focus as a mediator of environmental dynamism

and decentralization on managers’ exploration and exploitation
activities 177
TOM MOM, AYBARS TUNCDOGAN, AND FRANS VAN DEN BOSCH

10 Should I stay or should I go? The individual antecedents of

noticing and embracing strategic change 203
DANIELLA LAUREIRO-MARTINEZ

PART 4
Strategic renewal beyond organizational and national
boundaries 219

11 Strategic renewal through mergers and acquisitions: the role of

ambidexterity 221
OLIMPIA MEGLIO AND KATHLEEN MARSHALL PARK

12 Developing alliance capability for strategic renewal 238

ABDELGHANI ES-SAJJADE

13 Innovation in foreign and domestic firms: the advantage of

foreignness in innovation and the advantage of localness in
innovation 252
C. ANNIQUE UN
 Contents xi
PART 5
Interdisciplinary perspectives and future directions 277

14 Strategic renewal in services: the role of the top management team’s

social relationships 279
JULIA NIEVES AND JAVIER OSORIO

15 Institutional complexity and strategic renewal 299

SAEED KHANAGHA AND PATRICK VERMEULEN

16 Patent-based measures in strategic management research: a review

and assessment 314
BARTON M. SHARP, DINESH N. IYER, AND DEREK RUTH

17 Strategic renewal in the digital age: the digital marketing core as a

starting point 364
EMILE F.J. LANCÉE

18 Dynamic game plans: using gamification to entrain strategic renewal

with environmental velocity 391
KIRK PLANGGER, IAN P. MCCARTHY, JAN KIETZMANN, KAREN ROBSON,
AND LEYLAND F. PITT

Index 406
Figures

3.1 Theoretical constructs of dynamic capabilities 59

3.2 Conceptual framework of dynamic capabilities for corporate
strategic change towards sustainability 63
3.3 Interconnectedness of the three types of dynamic capabilities
relevant to corporate sustainability 68
4.1 The cognitive ambidexterity dimension in the organizational
ambidexterity framework 86
5.1 Conceptual model 112
8.1 Proposed research framework 161
9.1 Conceptual framework 185
10.1 Key aspects of the model 204
12.1 The development of alliance capability for strategic renewal 246
12.2 Dow Chemical’s learning mechanisms 248
14.1 Research model 287
15.1 Theoretical model 303
17.1 Big data 367
17.2 Channels, partners, and technology 377
17.3 Partners and technology 378
17.4 Big data, partners, and technology 379
17.5 Concluding thoughts, managerial takeaways, and future research
directions 380
18.1 Typology of environmental velocity types 394
18.2 Gamification approaches for strategic renewal 401
Tables

3.1 Definitions of dynamic capability 58

4.1 Links among the paradox, ambidexterity, and managerial
cognition literature streams 89
5.1 Descriptive statistics (822 observations) 107
5.2 Correlations (822 observations) 110
5.3 Regression results (822 observations) 111
6.1 Descriptive statistics and correlation matrix (2003–2007) 129
6.2 OLS Regression analysis: Directors and strategic renewal 130
9.1 Means, standard deviations, minimum and maximum values, and
correlations 190
9.2 Results of hierarchical regression analyses 191
9.3 Appendix 1: Survey measures and items 195
10.1 Summary of the definitions of the main concepts used in this
chapter 206
13.1 The advantage of foreignness in innovation and the advantage
of localness in innovation 256
13.2 Competition between local firms and subsidiaries of multinationals
by industry characteristics 264
14.1 Measurement information: Mean, standard deviation, correlations,
(n = 109) 289
14.2 Appendix 1 Exploratory and confirmatory factor analysis 292
14.3 Appendix 2 Results of linear regression analyses 293
15.1 Implications of consideration of managerial effects 309
16.1 Example of patent-count-based measures 318
16.2 Descriptive statistics and correlations 322
16.3 Appendix Catalog of patent-based measures in the Strategic
Management Journal, 2008–2012 325
17.1 Key implications of the Digital Marketing Core for strategic
renewal 376
About the editors

Aybars Tuncdogan
Dr Aybars Tuncdogan is a lecturer (Assistant Professor) in marketing at King’s
Business School, King’s College London. Currently, he lectures on “Digital
Marketing” and “Research in Marketing” at the marketing department, and on
“Digital Political Marketing” at the war studies department. In the past, he also
taught modules such as Advertising and Integrated Marketing Communications,
Marketing Decision-Making, MSc Research Clinic, Strategic Business Plan-
ning, and Organizational Dynamics at different institutions.
Prior to joining King’s College London, he worked as a lecturer in
Marketing & Strategy at Cardiff University. He completed his PhD at the
Rotterdam School of Management, Erasmus University with his thesis entitled
“Decision Making and Behavioral Strategy: The Role of Regulatory Focus in
Corporate Innovation Processes”. Previously, he finished his MPhil in Business
Research (with distinction) also at Erasmus University, and his Bachelor’s degree
(with college honours) at Earlham College, with a double major in Computer
Science and Business Management.
His research employs psychological constructs for the purpose of under-
standing how we can explain, predict, and shape managers’, consumers’ and
collectives’ (e.g., teams, organizations, consumer tribes) strategic decisions. In
line with this goal, he has concentrated on traits and trait-like chronic indi-
vidual differences governing behaviour and their interactions with environ-
mental elements. Likewise, he is interested in the applications of artificial
intelligence in marketing decision-making. His papers on individual differ-
ences and regulatory focus have been published in Leadership Quarterly, his
research on management teams’ regulatory focus and exploratory innovation
has appeared in Long Range Planning, and his research on psychological ante-
cedents of food neophilia has appeared in Personality and Individual Differ-
ences. Dr Tuncdogan is also a member of several professional bodies and
serves as a reviewer for numerous academic journals, including Industrial
Marketing Management, Journal of Management Studies, Leadership Quarterly,
Organization Studies, Journal of Product Innovation Management and IEEE
Transactions on Engineering Management among others. In addition, he is
 Editors xv
a Fellow of the Higher Education Academy, a committee member of the
British Academy of Management’s marketing group and an editorial review
board member of Industrial Marketing Management.

Adam Lindgreen
After studies in chemistry (Copenhagen University), engineering (the Engineer-
ing Academy of Denmark), and physics (Copenhagen University), Adam Lind-
green completed an MSc in food science and technology at the Technical
University of Denmark. He also finished an MBA at the University of Leicester.
Professor Lindgreen received his PhD in marketing from Cranfield University.
His first appointments were with the Catholique University of Louvain
(2000–2001) and Eindhoven University of Technology (2002–2007). Subse-
quently, he served as Professor of Marketing at Hull University’s Business School
(2007–2010); University of Birmingham’s Business School (2010), where he also
was the research director in the Department of Marketing; and University of
Cardiff’s Business School (2011–2016). Under his leadership, the Department of
Marketing and Strategy at Cardiff Business School ranked first among all market-
ing departments in Australia, Canada, New Zealand, the United Kingdom, and
the United States, based upon the hg indices of senior faculty. Since 2016, he has
been Professor of Marketing at Copenhagen Business School, where he
also heads the Department of Marketing. Since 2018, he also is Extraordinary
professor with University of Pretoria’s Gordon Institute of Business Science.
Professor Lindgreen has been a visiting professor with various institutions,
including Georgia State University, Groupe HEC in France, and Melbourne
University. His publications have appeared in Business Horizons, California
Management Review, Entrepreneurship and Regional Development, Industrial Mar-
keting Management, International Journal of Management Reviews, Journal of Adver-
tising, Journal of Business Ethics, European Journal of Marketing, Journal of Business
and Industrial Marketing, Journal of Marketing Management, Journal of the Academy
of Marketing Science, Journal of Product Innovation Management, Journal of World
Business, Psychology & Marketing, and Supply Chain Management: An Inter-
national Journal, among others.
Professor Lindgreen’s books include A Stakeholder Approach to Corporate Social
Responsibility (with Kotler, Vanhamme, and Maon), Managing Market Relation-
ships, Memorable Customer Experiences (with Vanhamme and Beverland), and
Sustainable Value Chain Management (with Maon, Vanhamme, and Sen).
The recipient of the “Outstanding Article 2005” award from Industrial Mar-
keting Management and the runner-up for the same award in 2016, Professor
Lindgreen serves on the board of several scientific journals; he is co-editor-
in-chief of Industrial Marketing Management and previously was the joint editor
of the Journal of Business Ethics’ section on corporate responsibility. His
research interests include business and industrial marketing management, cor-
porate social responsibility, and sustainability. Professor Lindgreen has been
awarded the Dean’s Award for Excellence in Executive Teaching. Furthermore,
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