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  • November–December 2019
  • Article
  • Organization Science

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

By: Rory McDonald and Cheng Gao
  • Format:Print
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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; Information 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.
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About The Author

Rory M. McDonald

Technology and Operations Management
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    • December 2022
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    Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics

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    • September 2022
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More from the Authors
  • Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics By: Cheng Gao and Rory McDonald
  • How Leaders with Divergent Visions Generate Novel Strategy: Navigating the Paradox of Preservation and Modernization in Swiss Watchmaking By: Ryan Raffaelli, Rich DeJordy and Rory M. McDonald
  • A Spanner in the Works: Category-Spanning Entrants and Audience Valuation of Incumbents By: Rory M. McDonald and Ryan T. Allen
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