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

Rory  McDonald; Cheng  Gao

Article | Organization Science | Forthcoming

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

Abstract

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;

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Citation:

McDonald, Rory, and Cheng Gao. "Pivoting Isn't Enough? Managing Strategic Reorientation in New Ventures." Organization Science (forthcoming).

This short case, meant for pairing with HBS case 615-013 “AmazonFresh: Rekindling the Online Grocery Market,” explores Amazon’s rationale for acquiring Whole Foods.

Though organizations are increasingly active participants in the political realm, little research has investigated how an organization’s heightened focus on political ideology impacts employees. We address this gap by exploring how an individual’s political ideological misfit with an organization’s prevailing ideology impacts mobility. By tracking the movements of over 40,000 investment professionals in the U.S. private equity industry over 10 years, we investigate the consequences of the ideological misfit that arises when individuals’ political ideologies diverge substantially from the prevailing ideology of their firms. We hypothesize that ideological misfit increases the likelihood of mobility, though the effects vary with liberal/conservative ideological orientation. Polynomial regression analyses reveal that the fit relationship between individual and organizational political ideology deviates from the idealized congruence relationship that underlies prevailing theory. Through a supplemental, qualitative investigation, we propose some potential interpretations for our findings.

Article | Journal of Management Studies | November 2018

Disruptive Innovation: An Intellectual History and Directions for Future Research

Clayton M. Christensen, Rory McDonald, Elizabeth J. Altman and Jonathan E. Palmer

The concept of disruptive innovation has gained considerable currency among practitioners despite widespread misunderstanding of its core principles. Similarly, foundational research on disruption has elicited frequent citation and vibrant debate in academic circles, but subsequent empirical research has rarely engaged with its key theoretical arguments. This inconsistent reception warrants a thoughtful evaluation of research on disruptive innovation within management and strategy. We trace the theory’s intellectual history, noting how its core principles have been clarified by anomaly-seeking research. We also trace the theory’s evolution from a technology-change framework—essentially descriptive and relatively limited in scope—to a more broadly explanatory causal theory of innovation and competitive response. This assessment reveals that our understanding of the phenomenon of disruption has changed as the theory has developed. To reinvigorate academic interest in disruptive innovation, we propose several underexplored topics—response strategies, performance trajectories, and innovation metrics—to guide future research.

Keywords: disruptive innovation; innovation metrics; competitive strategy; systemic industries; technology trajectories; Disruptive Innovation; Theory; History; Competitive Strategy; Research;

Citation:

Christensen, Clayton M., Rory McDonald, Elizabeth J. Altman, and Jonathan E. Palmer. "Disruptive Innovation: An Intellectual History and Directions for Future Research." Special Issue on Managing in the Age of Disruptions. Journal of Management Studies 55, no. 7 (November 2018): 1043–1078. View Details

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

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