More from the Author

• Case | HBS Case Collection | January 2020

  Hurtigruten: Sailing into Warm Water?

  Jan W. Rivkin and Kerry Herman

  Citation:

  Rivkin, Jan W., and Kerry Herman. "Hurtigruten: Sailing into Warm Water?" Harvard Business School Case 720-410, January 2020.  View Details

  CiteView DetailsEducators

  Related

• Report | 2019

  A Recovery Squandered: The State of U.S. Competitiveness 2019

  Michael E. Porter, Jan Rivkin, Mihir Desai, Katherine M. Gehl, William R. Kerr and Manjari Raman

  In this report, the authors synthesize their views on U.S. competitiveness and unveil the findings of the 2019 HBS surveys on U.S. competitiveness. Specifically, this report—built on the survey findings and eight years of prior research on the competitiveness of the United States—highlights a disturbing pattern: despite a decade of steady economic growth since the Great Recession, America has done remarkably little to address underlying structural weaknesses in the country’s economy and society. The nation has squandered the recovery.

  Keywords: U.S. competitiveness; Competitive Strategy; Macroeconomics; Government and Politics; United States;

  Citation:

  Porter, Michael E., Jan Rivkin, Mihir Desai, Katherine M. Gehl, William R. Kerr, and Manjari Raman. "A Recovery Squandered: The State of U.S. Competitiveness 2019." Report, U.S. Competitiveness Project, Harvard Business School, December 2019.  View Details

  CiteView Details Read Now

  Related

• Article | Organization Science | November–December 2019

  Pivoting Isn't Enough? Managing Strategic Reorientation in New Ventures

  Rory McDonald and Cheng Gao

  New ventures often experience deviations from their plans that oblige them to reorient in pursuit of better fit between their evolving products and their target customers. Yet research is largely silent on how managers explain such changes and justify their ventures in the wake of fundamental redirections in strategy. Ventures initially attain legitimacy and amass resources on the strength of aims that audiences find compelling; later, those early claims can complicate course corrections. To shed light on how ventures manage strategic reorientations, we conducted an inductive, comparative-case of software-based financial advisors. The ventures pursued parallel reorientations and produced comparable end products, but diverged conspicuously in managing audiences during transitions. Our process model, inspired by these differences, proposes a sequence of stratagems that may enable entrepreneurs to alter strategy while portraying faithfulness to enduring aims. Our theoretical framework posits that for ventures, reorientation without penalty may depend on how they anticipate, justify, and stage changes to various audiences.

  Keywords: strategic reorientation; technology entrepreneurship; innovation; product development processes; organizational adaptation; qualitative methods (general); Entrepreneurship; Technology; Organizational Change and Adaptation; Strategy; Innovation and Invention; Product Development; Communication Strategy;

  Citation:

  McDonald, Rory, and Cheng Gao. "Pivoting Isn't Enough? Managing Strategic Reorientation in New Ventures." Organization Science 30, no. 6 (November–December 2019): 1289–1318.  View Details

  CiteView DetailsFind at Harvard

  Related