Problem: Today’s rapid globalization along with technological improvements force organizations to adapt its strategy to external changes. Companies may undertake strategic renewal in order to cope with these changes (Agarwal & Helfat, 2009). However, there are forces that somehow interrupt a firm’s ability to adapt, which are called strategic inertia (Mallette & Hopkins, 2013). The forces of strategic renewal and strategic inertia do not exist independently from one another rather they coexist and vary in its influence on the company (Melin, 1998). The previous research exploring Strategic Renewal and Strategic Inertia as two co-existing forces appears to be limited, which creates an incentive to explore the phenomena in an innovative company setting. Purpose: The purpose of this thesis is to explore the existence of the phenomena of strategic renewal and strategic inertia in an innovative firm. Method: In order to fulfill the aim of this research, a qualitative case study was undertaken. The primary data was gathered through interviews with managers from different departments at the company Fagerhult Lighting AB. Conclusion: This research contributes to the academic field of strategy as it proposes six circumstances that foster strategic renewal and strategic inertia in an innovative firm. The circumstances are clarified in the following six propositions, where (1) the encouragement of new ideas, (2) employees that are open to change, and (3) the acquiring of people with different perspectives and backgrounds, are presented as drivers for strategic renewal, while (4) prioritization of resources, (5) differences in interests and attitudes and (6) insufficient understanding and engagement, are sources for strategic inertia. The conclusion of this research is that strategic renewal and strategic inertia can co-exist within an innovative firm.

Transaction banking is changing in a fast pace due to digitalization, changes in regulation, new competition in the market etc. This acronym VUCA describes this environment; Volatility, Uncertainty, Complexity and Ambiguity. Due to changes in technology, politics and economics strategic renewal is critical to ensure long term survival. Middle managers play a vital role within strategic renewal and leadership behavior is important to be able to perform strategic renewal.   This study uses a single case study with a qualitative and inductive approach and five middle managers from different functions within transaction banking were interviewed. The interviews were conducted by semi-structured open-ended questions to be able to get an in-depth understanding. Based on the interviews it was possible to draw conclusions on the middle managers role within the strategic renewal process and connect their behaviours to the different leadership behaviours. Strategic renewal consists of four renewal journeys and in transaction banking there is an ongoing transformational renewal journey. It was found that Middle managers within transaction banking will best perform transformational renewal with a leadership behaviour that is transformational rather than transactional.

Multiple strategic discontinuities of the constantly changing business environment are driving organizations, both large and small to seek new ways of conducting business to create wealth. The only way organizations can cope with these strategic discontinuities, in their pursuit of strategic self-renewal, is to develop and maintain strategic flexibility whereby new sources of wealth can be created through new combinations of resources. It is through such a strategic flexibility that any organization can endeavor to achieve a dynamic fit between the organization and its environment. Dynamic capabilities and their proxies are the means by which organizations can explore and exploit various resource configurations across different possible functional, cross-functional and cross-unit activities and thereby nurture their strategic flexibility in achieving this objective of strategic self-renewal, on a sustained basis. A critical literature review pertaining to resources, dynamic capabilities, competences and strategic renewal has pointed to a dearth of holistic quantitative studies of strategic renewal from a dynamic contingency perspective or a coevolutionary perspective, particularly in the Indian context. There has not been adequate literature in striking a blend of dynamic capabilities and their proxies in terms of a judicious mix of inside-out and outside-in approaches to strategy. The empirical and conceptual gaps in literature have provided us the impetus to take upon this study. On the conceptual front, there has not been any theoretical model of integrated resource leverage that links dynamic capabilities and their proxies, in the context of strategic renewal of organizations. On the empirical front, studies on dynamic capabilities till date have been predominantly qualitative anecdotal or episodic in nature and hence firm-specific or industry-specific in their outlook. It is imperative to synthesize the conceptual debates and the diverse empirical findings towards a more integrated understanding of resources and dynamic capabilities in the context of strategic self-renewal of organizations. The present study attempts to bridge these research gaps, first by developing a conceptual model and then testing it for subsequent statistical validation. It endeavors to understand the dynamics between different resource leverages and strategic renewal initiatives and their impact on organizational performance, on the dual fronts of market performance and financial performance. It also proposes a definitional framework encompassing the hierarchy of concepts viz., resources, dynamic capabilities and dynamic competences, whose definitions from the extant literature were duly synthesized for a greater and cohesive understanding of these concepts. The objectives of the current study were: •To compare and contrast the extent of implementation of various resource leverage practices and strategic renewal initiatives in different organizations of varying age, size and ownership. •To study the dynamic interactions between various resource leverages and strategic renewal initiatives and their impact on organizational performance. •To make appropriate suggestions for enhanced leverage of resources for augmented prospects of strategic renewal of organizations. A conceptual model was developed based on support from literature and a preliminary study. The model comprises several path links (hypotheses), each of which connects two variables (constructs with pertinent indicators) and their directionality. Besides establishing rationale for each of the hypotheses, the constructs were operationalized based on an existing survey instrument (Volberda, 1998) and other allied literature. All in all, a set of 38 hypotheses was identified and formulated for the current study and has been tested using Variance-Based Structural Equation Modeling (VBSEM). The conceptual model links three major aspects viz., strategic renewal initiatives, resource leverages and organizational performance. The resource leverages are the result of constant application and development of dynamic capabilities of an organization while the strategic renewal initiatives, by and large act as proxies of these dynamic capabilities. On one hand, the model focuses on different strategic renewal initiatives that tend to jack up the absorptive capacity of an organization from time to time, with critical inputs of information from the multiple perspectives of customers, employees, competitors and business environment in general. On the other hand, it encompasses multitudinous resource leverage practices that explore and exploit different resource configurations across various possible functional, cross-functional and cross-unit activities by virtue of dynamic capabilities. Thus, a blend of inside-out and outside-in approaches to strategy is captured in this model. Based on a critical literature review and a preliminary study entailing in-depth interviews with strategy experts and a pilot study, two complementary questionnaires were developed. The first questionnaire encompasses various resource leverage practices in terms of a firm’s dynamic capabilities, and it also includes measures of organizational performance while the second questionnaire entails strategic renewal initiatives in terms of proxies of dynamic capabilities. The first questionnaire was personally administered to the CEO while the second one to a senior level manager in each organization and their responses were garnered. The sample covered 80 multi-unit organizations (80 matched pairs of respondent executives). The first phase of data analysis comprised of computation of means and standard deviations and statistical tests of comparison for each item. Kruskal-Wallis test was used for each item, across different groups of organizations, based on age-wise, size-wise and ownership-wise modes of classification. Based on the results, i.e., wherever the results rejected the null hypothesis of the foregoing Kruskal-Wallis test, subsequently, multiple testing procedure entailing pair-wise t-tests (with Bonferroni p-value adjustment method) was adopted to further explore differences, if any, between different pairs of groups. Based on the statistical significance of these tests, conclusions were drawn as to whether nature of ownership, age and size of organizations can explain the variations in resource leverage practices, strategic renewal initiatives and firm performance across organizations. Next, the survey data were analyzed at an aggregate level to test the hypothesized conceptual model by means of a multivariate technique viz., Variance-Based Structural Equation Modeling (VBSEM). Our rationale for choosing VBSEM stems from various soft prerequisites of VBSEM such as minimal sample requirements, scope for flexible interplay of data and theory, least distributional assumptions (nonparametric approach), model complexity, theory-building and scope for accommodating both latent and emergent constructs in the model. In accordance with the recommendations of Falk and Miller (1992), model trimming was carried out based on widely accepted threshold values for loadings (for reflective indicators), path coefficients and Rvalues for endogenous constructs. In addition to this, formative indicators (at the outer model level) and exogenous constructs (independent LVs at the inner model level) were handled by duly checking for multicollinearity, using a holistic approach similar to forward stepwise regression proposed by A.Koutsoyuannis (1977) and which is a revised version of the Frisch’s Confluence Analysis. After obtaining PLS estimates for all the parameters, bootstrapping for 1000 resamples was carried out to obtain stable estimates for all these parameters of PLS. Thus, bootstrap estimates were found for all the parameters of PLS viz., weights for the formative indicators and loadings for the reflective indicators in the measurement model; and path coefficients in the structural model. Pertinent F-tests were used both for Rvalues and their respective effect sizes (f values) to test their statistical significance. Direct and indirect effects of exogenous variables on the endogenous variables in the structural model were computed. Besides these, Tenenhaus’ goodness-of-fit index for the overall model was computed and this was found to be adequate, given the complexity of the model. Concomitant to the foregoing quantitative analyses, three detailed case studies in manufacturing, service and process industries, one in each of these industries, were undertaken for the purpose of triangulation. All the three case studies were carried out and analyzed on a common theme viz., dynamic interactions between different resource leverages and strategic renewal initiatives and their impact on organizational performance. These case studies also represent three categories of ownership (one listed organization, one closely held organization and one Indian multinational) and three different age groups, and thereby provide sufficient contrast in contexts. Major conclusions of the study pointed to unexplored or under-explored or under-exploited resource leverage practices and strategic renewal initiatives in the Indian context. Some of the major ones include leverage of strategic alliances, leverage of IT, leverage of Product-Market Combinations (PMCs), modularity orientation in product design, inter-industry benchmarks, resource accumulation and resource conservation strategies in general. Based on these conclusions, appropriate suggestions were made. Major suggestions to organizations include exploration of new business opportunities via strategic alliances, exploration of white space opportunities via technological boundary-spanning activities, exploration of alternative business models in different product markets, augmentation of IT integration with business processes, enhancement of collective learning via cross-functional and cross-unit activities via practices such as job rotation and proper management of knowledge portals and increased encouragement to employees (particularly technological gatekeepers and entrepreneurial boundary-spanners) in all brainstorming sessions for generation of New Product Development (NPD) ideas. Major empirical contributions of this study include establishment of significance of different strategic variables in the Indian context, assessment of the dynamic interactions between various resource leverages and strategic renewal initiatives and their impact on organizational performance on the dual fronts of market performance and financial performance. Major conceptual contributions of this study comprise refinement, integration and operationalization of theoretical concepts drawn from the diverse yet complementary sources of literature such as resources, dynamic capabilities, competences and strategic renewal from a dynamic contingency perspective or a co-evolutionary perspective concomitant to development of a comprehensive model of integrated resource leverage via dynamic capabilities and their proxies for strategic self-renewal of multi-unit organizations Directions to future researchers include longitudinal studies for greater insights of causality in the model with feedback effects, empirical studies with multiple respondents per organization, inclusion of objective measures of performance or / and industry-specific studies with a larger sample size for gaining an enhanced understanding of resource leverage practices for strategic organizational renewal.

Background Social media have changed the way of communication and interaction between the organizations and the costumers. The huge merge of social media has led the companies to change their current marketing strategies into the use of social media marketing during the last years. An increasing number of companies adopt this kind of performance and there is a need to study this phenomenon more in depth and explore it through the perspective of strategic renewal. Purpose The purpose of this thesis is to analyze and explore to the phenomenon of strategic renewal through social media marketing. The authors will explore into the challenges and opportunities of strategic renewal through social media marketing in companies located in Swedish rural areas. Method Social media marketing is considered a new phenomenon. The studies held, do not examine social media marketing through a strategic renewal perspective and how rural area companies located in rural areas in Sweden face the challenges and opportunities occurred. Therefore, an abductive approach and case study method were chosen for this research. 7 companies were chosen as the interviewed companies. Within this research primary data were collected through semi- structured interviews with the investigated companies. Conclusion The authors have found that, the interviewed companies pursue strategic renewal through social media marketing, but they do not consider this strategy as the main one but as a complementary one. As a result, certain challenges are emerged, and the investigated companies should face and integrate them to the opportunities generated from this kind of strategic renewal. This will lead to a better performance of the companies since pursuing strategic renewal through social media marketing can help in every factor of the company making them competitive and able to stand out.

Social media has changed the way of communication and information exchange while e-commerce was a big inno- vation in retail business. The merge of social media and e- commerce has created social e-commerce which is a new phenomenon in retail business during past few years. More and more companies develop social e-commerce and there is a need to study this phenomenon in more depth. The purpose of this master thesis is to analyse   and   explain   the   phenomena  of   social   e- commerce and show the reasons behind the decision to develop this   strategy   in  retail  companies.  Social  e- commerce is studied  from strategic renewal perspective and main focus lies on factors which are considered while developing the strategy of social e-commerce. Method: Social e-commerce is a new and not much studied phe- nomenon, therefore, an inductive approach and case study research method were chosen for this re- search. Five retail companies were chosen as case studies. During the research process secondary and primary data were collected. The main source of information for the case studies was semi-structured in-depth interviews. Conclusion: The authors have found that interviewed companies per- ceived the implementation of social e-commerce as a pro- active behaviour with great potential capabilities for their business such as gaining market share, brand awareness, building relationships or increasing the length and level of interactions. Also, the study of four main elements of so- cial e-commerce from strategic renewal perspective re- vealed the motives, social media decisions, challenges and outcomes to incorporate social e-commerce.

The purpose of this study was to examine any potential relationship between  management’s perception of gender issues and strategic renewal, internal stakeholder pressure and strategic renewal, as well as the potential moderating influence of external stakeholder pressure on both relationships. Gender and stakeholder theory, as well as strategic renewal, are important themes in business research, although their intersection has not previously been studied to this degree. This research follows a positivist methodology and utilizes data collected from an online survey given to several hundred corporate employees, the vast majority of whom are managers. The findings show a positive correlation between managers perception of gender issues and strategic renewal, as well as internal stakeholder pressure felt by managers and strategic renewal. External stakeholder pressure was found to significantly moderate the relationship between internal stakeholder pressure and strategic renewal, but was not found to be significant in the relationship between the perception of gender issues and strategic renewal.

This study examined how four provosts dealt with a range of financially related problems to reposition their universities in the current higher education environment. The four provosts agreed to in-depth interviews. A quantitative profile of each institution was developed to provide a meaningful context for the interviews. All four universities benefited from a rising economy at the time, so the findings may not apply in different circumstances. The methods of the provosts fell along a continuum that linked three distinctive styles. Each institution began with an Analytic style that responded in a reactive way to the problems that demanded immediate attention. Two of the institutions exemplified this style. As one provost began to get control of issues, he began to examine how to prepare for the future. The combination of dealing with immediate issues and restructuring administrative decision-making was termed a Transition style. One provost functioned in a Strategic style; i.e., he had used opportunities to professionalize his staff to gather important data, use strategic indicators, and orient decision-making toward consolidating and enhancing the university's position. The role of stakeholders in the university changed as universities moved along the continuum. Faculty were very important and involved in the Analytic style, and critical to the survival of the university. Transitional style faculty objected to the change in mission as professional programs were added to the liberal arts curriculum, but generally supported redirection efforts. In the Strategic style, decisions tended to be data-driven and made by professional staff, with faculty having a limited role, if any, especially in long range planning. Administrators relied heavily on faculty in the Analytic style, and progressively less in the Transitional and Strategic styles. Recent Association of Governing Board positions suggest that trustees will impose mission and direction on administrators, so the balance among stakeholders in the university will continue to shift.

Background: Strategic renewal is a phenomenon where companies decide to do strategic alterations with the aim to improve their stasis in the current market (Kiesler & Sproull, 1982). This can be accomplished in several ways; in this report the focus is on management control systems and how they are incorporated in the strategic implementation process in order to drive and generate renewal. Management control systems are considered to be an important aspect of the strategy process (Simons, 1994). Purpose: The purpose of this thesis is to analyze to what extent and in what form interactive and diagnostic management control systems are employed in large organizations in order to drive strategic renewal. Methodology: This is a qualitative research with an abductive approach that is based on a single case study. Through interviews we answer how management control systems are used in the implementation process of strategic renewal on different levels of an organization; we have made ten interviews with top-, middle- and operational management.  Conclusion: Our main finding is that the process of implementing a successful strategic renewal through the adoption of MCS is not a linear one. The process is continuous and conducted in a circular manner; this also implies the interrelation of the variables.

L'objet de la thèse est de comprendre comment et par quels mécanismes les entreprises familiales multi-générationnelles se régénèrent. Les recherches sur les entreprises familiales, et plus généralement dans l’entrepreneuriat, répondent à des débats qui ont émergé depuis quelques années. L'ancrage théorique vient de l'imbrication dans deux corpus théoriques rarement associés, l’entreprise familiale et la régénération stratégique. Le travail s’est focalisé spécialement sur l’entreprise familiale multi-générationnelle pour ce qu’elle offre comme potentiel d’étude de la dimension familiale et l’importance de l’aspect générationnel dans le comportement stratégique. De ce fait, certains concepts clés de la régénération stratégique ont émergé conduisant à la pérennité de l'entreprise familiale. Par une approche historique et narrative, nous avons analysé les processus de régénération stratégique dans quatre entreprises familiales centenaires. Les résultats obtenus ont permis de comprendre le rôle de la famille dans le processus de régénération stratégique et de proposer un modèle intégrateur de la régénération stratégique de l'entreprise familiale / The purpose of this research is to understand how and by which mechanisms multi-generational family firms may renew and thrive across generation. The theoretical anchor just nesting in two theoretical corpus rarely involved: the family firm and strategic renewal. The work has focused especially on multi-generational family firm for what it offers as a potential study of family dimension and the importance of generational aspect in the strategic behavior. Therefore, some key concepts of strategic renewal have emerged leading to the sustainability of the family firm. By a historical and narrative approach, we analyzed the strategic renewal process in four century-old family firm. The results allowed us to understand the role of the family in the strategic renewal process and to propose an integrative model of strategic renewal of the family firm.

Digital advancements are creating increasingly strong external triggers on multiple industries for organizations to achieve strategic renewal through digital transformation. At the heart of this digital transformation lies the capabilities which the organization possesses. The digital dynamic capabilities highlight what capabilities organizations require for said change. This qualitative study examines how digital dynamic capabilities affect digital transformation processes in small and medium sized enterprises (SME) across multiple industries. The thesis accomplishes this by utilizing the digital dynamic capabilities framework and applying it to six different SMEs from different industries. The results show a connection between the digital dynamic capabilities and successful strategic renewal. Furthermore, our findings confirm that digital dynamic capabilities are a process-model, meaning it must be built or used in linear fashion over time for strategic renewal. The thesis also contributes practically by showing how digital dynamic capabilities can be used by managers as a practical tool to evaluate, oversee, and implement digital dynamic capabilities to enhance digital transformation processes in SMEs. Lastly, our empirical findings reveal an additional fourth internal barrier of contentment in the theoretical framework.