Handbook of Strategic Renewal


Core Concepts, Antecedents, and Micro-Foundations, Call for chapters; Proposal deadline 31 Dec 2015


Chapter Proposals Due: December 31, 2015 or before
Full Chapters Due: September 30, 2016 or before


Edited by:

  • Dr. Aybars Tuncdogan, Cardiff University, UK
  • Professor Adam Lindgreen, Cardiff University, UK
  • Professor Frans Van Den Bosch, Erasmus University Rotterdam, Netherlands
  • Professor Henk Volberda, Erasmus University Rotterdam, Netherlands


Gower Publishing


The last two decades of business history have been marked by continuously elevating levels of environmental dynamism (e.g., D’Aveni, 1994; Wang and Ahmed, 2007) and complexity (Berman, 2010). Likewise, disruptive periods of plummeting munificence such as the recent series of economic crises further have been complicating this situation. To help businesses, corporations, and industries meet external demands and to increase humanity’s prosperity, academics have been striving for a better comprehension of successful strategic renewal (e.g., Agarwal and Helfat, 2009).

Indeed, the importance of strategic renewal regularly is emphasized in the strategic management literature (e.g., Crossan and Berdrow, 2003; Volberda, Baden-Fuller, and Van Den Bosch, 2001, among others), and there is a rapidly growing body of knowledge. However, research in the area is fragmented by little communication across different literature streams (e.g., Elfring and Volberda, 2001; Rasche, 2007). Our research anthology will summarize current knowledge regarding the concept of strategic renewal and its surrounding concepts. In doing so, we aim to contribute to the field in three ways. First, by summarizing the field, especially by means of literature reviews and conceptual papers, we hope to increase dialogue across different streams of the strategic renewal literature and to decrease the fragmentation in the field. Second, by bringing together various studies, we intend to determine the core concepts of the field and elucidate the key gaps and future research areas. Finally, through contributions building on the knowledge bases of other disciplines (e.g., psychology, marketing, human resources, finance, leadership, etc.) we aim to develop an interdisciplinary research agenda. Doing so is necessary, especially for an in-depth understanding of the mediating, moderating, and antecedent variables concerning strategic renewal.

The practical contribution of this research anthology is also threefold. First, providing a summary of the literature will help graduate students and new researchers grasp the current state of affairs in the field. Indeed, both learning and teaching become substantially easier when the boundaries of a concept are relatively clear and when most relevant information is summarized in one source. Second, this anthology will help update the knowledge base of the existing researchers in the field. Finally, for managers, consultants, and other practitioners, reading select parts of a book on strategic renewal is more feasible than trying to search through various papers to find practically useful fragments of different streams of the academic strategic renewal literature.

The following is a brief non-exhaustive list of relevant topics we believe are relevant. Obviously, many other topics would be welcome for an investigation. Hence, we will reiterate that our goal is to provide a summary of the field; therefore, we consider contributions on any topic relevant to the concept of strategic renewal as relevant to our research anthology.

– Core Concepts about Strategic Renewal

Exploration-exploitation (e.g., March, 1991; Jansen, Van Den Bosch and Volberda, 2006), organizational/inter-organizational ambidexterity (e.g., Andriopoulos and Lewis, 2009; Simsek, 2009; Tushman and O’Reilly, 2006), dynamic capabilities (e.g., Leih, Linden, and Teece, 2014; Teece, Pisano, and Shuen, 1997), marketing capabilities (e.g., Vorhies and Morgan, 2005; Wilden and Gudergan, 2014), dynamic marketing capabilities (e.g., Barrales-Molina, Martinez-Lopez, and Gazquez-Abad, 2014), innovation, corporate entrepreneurship, and management innovation (e.g., Birkinshaw, Hamel, and Mol, 2008), and co-evolution, among others.

– Internal and External Antecedents of Strategic Renewal

The role of organizational design elements, and environmental and industry-related characteristics including for example munificence, dynamism, and complexity (e.g., Dess and Beard, 1984), institutional environment (e.g., legitimacy, external rule influx), the role of demand (e.g., Fabrizio and Thomas, 2012), and timing (e.g., Klingebiel and Joseph, 2015), among others.

– Contributions of Different Hierarchical Levels to Strategic Renewal in Corporations

Perspectives of the upper-echelons (e.g., Hambrick and Mason, 1984; Hambrick, Humphrey, and Gupta, 2014), middle managers (e.g., Floyd and Lane, 2000; Woolridge, Schmid, and Floyd, 2008), and behavioral strategy literatures (e.g., Lovallo and Sibony, 2010; Powell, Lovallo, and Fox, 2011), among others.

– Contributions from Different Streams of Literature

Concepts from psychology (e.g., personality antecedents, self-regulation, goal attainment), marketing (e.g., customer innovativeness and innovation adoption), human resources (e.g., management selection, policies and practices), finance (e.g., performance indicators, investor decisions), and leadership literatures (e.g., transformational leadership, leader-member exchange/LMX), among others that are relevant to the literature on strategic renewal.

Types of Contributions

The research anthology aims to investigate widely different angles of strategic renewal. Regardless of the specific topic, we hope to receive two types of contributions:


  1. Literature reviews that survey critical points in the current literature relevant to the topic. Literature reviews should describe, summarize, and critically evaluate previous work relating to the topic. These reviews must make a significant contribution to our understanding of the topic by providing integrative framework(s) and/or paths for further research.
  2. Conceptual, methodological, or empirical studies, such as meta-analyses, qualitative studies, experiments, or surveys that contribute in some of the following ways:
    1. A conceptual study might improve conceptual definitions of original constructs, develop an improved theoretical rationale for existing linkages, identify and conceptually define additional constructs to include within existing conceptual frameworks, or develop theoretical linkages along with an accompanying rationale that suggests integrative frameworks that are more comprehensive for understanding the topic.
    2. Methodological entries might examine changes to the design of prior studies or modifications to experimental procedures that, for example, enhance the validity of statistical conclusions or increase the experimental realism of the experiment.
    3. An empirical study could examine how, at a practical level, organizations deal with the complexities of setting a firm’s strategic direction to achieve strategic renewal.

The text will be in English. To ensure an engaging text for the target audience (see below), chapters should be relatively accessible; something similar to the California Management Review or Long Range Planning style would be ideal. Spelling and punctuation should follow US standard. Although the methodology should be described, especially in conceptual, methodological, and empirical chapters, the focus should be less pronounced than it would be in traditional academic articles; part(s) of the methodology even might appear in an appendix. All chapters should include theoretical contributions and managerial implications. The editors will be happy to discuss whether a particular chapter is of an appropriate style.

Target audience

This text will target various different readers, including the following: academics who teach and/or research topics relating to the concept of strategic renewal, doctoral students in the discipline, practitioners who want to know more about strategic renewal, especially its managerial implications, and others who could benefit from the research presented in such an anthology.

Submission process

Potential authors are invited to submit, on or before December 31, 2015, a brief, two- to five-page proposal that clearly explains the intended contributions of their chapter, as well as their intended methodology/approach.

Submitted chapters must not have been published, accepted for publication, or under consideration for publication anywhere else. However, chapters may draw upon previously published work by the authors. Proposals should be submitted via e-mail in a single Word file attachment to Dr. Aybars Tuncdogan (tuncdoganA@cardiff.ac.uk). The first page of the proposal should contain the title of the intended chapter, as well as the authors’ names and full contact details.

The purpose of reviewing the proposals is to identify potential chapters that fit the overall theme of the book. In some cases, we may propose suggested changes to align the proposed chapter better with the book; such changes will take place only in a dialogue with the authors.

By January 31, 2016, potential authors will be notified about the status of their proposed chapter and receive further information regarding the submission process, including the formatting guidelines. Full chapters should be submitted via e-mail in a single attached Word file to Dr. Aybars Tuncdogan (tuncdoganA@cardiff.ac.uk) by the final deadline of September 30, 2016. Final submissions should be approximately 5,000-7,000 words in length, excluding references, figures, tables, and appendices. Substantially longer or shorter submissions (e.g., research notes) will be considered on a case-by-case basis. All chapters will be double blind reviewed by colleagues who have also contributed to this research anthology and thus are knowledgeable about the overall project. Authors must not identify themselves in the body of their chapter.


Please address any questions to:

Dr. Aybars Tuncdogan
Cardiff University


Agarwal, R., & Helfat, C. E. (2009). Strategic renewal of organizations. Organization Science, 20(2), 281-293.

Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696-717.

Barrales-Molina, V., Martínez-López, F. J., & Gázquez-Abad, J. C. (2014). Dynamic Marketing Capabilities: Toward an Integrative Framework. International Journal of Management Reviews, 16(4), 397-416.

Berman, S. (2010). Capitalizing on complexity. IBM Global Business Services, Somers, USA.

Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation. Academy of management Review, 33(4), 825-845.

Crossan, M. M., & Berdrow, I. (2003). Organizational learning and strategic renewal. Strategic management journal, 24(11), 1087-1105.

D’Aveni, R. (1994). Hypercompetition: Managing the dynamics of strategic management. New York.

Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative science quarterly, 52-73.

Elfring, T., & Volberda, H. W. (2001). Schools of thought in strategic management: Fragmentation, integration or synthesis.

Fabrizio, K. R., & Thomas, L. G. (2012). The impact of local demand on innovation in a global industry. Strategic Management Journal, 33(1), 42-64.

Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of management review, 25(1), 154-177.

Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of management review, 9(2), 193-206.

Hambrick, D. C., Humphrey, S. E., & Gupta, A. (2014). Structural interdependence within top management teams: A key moderator of upper echelons predictions. Strategic Management Journal.

Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management science, 52(11), 1661-1674.

Klingebiel, R., & Joseph, J. (2015). Entry Timing and Innovation Strategy in Feature Phones. Strategic Management Journal.

Leih, S., Linden, G., & Teece, D. (2014). Business Model Innovation and Organizational Design: A Dynamic Capabilities Perspective.

Lovallo, D., & Sibony, O. (2010). The case for behavioral strategy. McKinsey Quarterly, 2, 30-43.

Powell, T. C., Lovallo, D., & Fox, C. R. (2011). Behavioral strategy. Strategic Management Journal, 32(13), 1369-1386.

Rasche, A. (2007). The paradoxical foundation of strategic management. Springer Science & Business Media.

Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal of Management Studies, 46(4), 597-624.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.

Tushman, Michael L., and Charles A. O’Reilly III. "Ambidextrous organizations: Managing evolutionary and revolutionary change." Managing innovation and change (2006): 170.

Volberda, H. W. (1996). Toward the flexible form: How to remain vital in hypercompetitive environments. Organization science, 7(4), 359-374.

Volberda, H. W., Baden-Fuller, C., & Van Den Bosch, F. A. (2001). Mastering strategic renewal: Mobilising renewal journeys in multi-unit firms. Long Range Planning, 34(2), 159-178.

Vorhies, D. W., & Morgan, N. A. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of marketing, 69(1), 80-94.

Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International journal of management reviews, 9(1), 31-51.

Wilden, R., & Gudergan, S. P. (2014). The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 1-19.

Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The middle management perspective on strategy process: contributions, synthesis, and future research. Journal of management, 34(6), 1190-1221.