Choice, chance and unintended consequences in strategic change: a process understanding of the rise and fall of NorthCo Automotive

R.B. Mackay, Robert Chia

    Research output: Contribution to journalArticle

    110 Citations (Scopus)

    Abstract

    Strategic change is frequently viewed as emanating from the purposeful choices of organizational actors intent on achieving a prespecified goal against a backdrop of existing environmental forces. Conversely, population ecology advocates maintain that change is a consequence of species populations being subjected to environmental selection. Either way, change is deemed epiphenomenal to social entities (i.e., actors, organizations, environments, etc.); change processes involve the doings of/to things. This reflects an “owned” view of change processes. We present a detailed empirical study of an automotive company's efforts to adapt to “relentless” change. We argue that an “unowned” view of process that elevates chance, environmental uncertainty, and the unintended consequences of choice in accounting for strategic change is a more processual way of understanding the eventual demise of NorthCo Automotive.
    Original languageEnglish
    Pages (from-to)208-230
    Number of pages23
    JournalAcademy of Management Journal
    Volume56
    Issue number1
    DOIs
    Publication statusAccepted/In press - 1 Feb 2013

    Keywords

    • strategic change
    • organizational actors
    • NorthCo Automotive

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