The quest for the strategic adaptation of organizations in response to steadily increasing change in global markets has never been stronger than today. Scholars from multiple research fields, such as strategic management, organizational change, and organizational learning, have conducted large research efforts on strategic adaptation. Despite these efforts, the understanding of long-term strategic adaptation is still incomplete. The purpose of this study was to advance theory on how organizations successfully adapt to their environments through repeated strategic changes. In this final chapter, the study's key findings along with their implications are summarized, followed by a discussion of the theoretical and methodological limitations. The author then provides suggestions for future research that can build on the present study. The chapter ends with some concluding remarks.
KeywordsOrganizational Learning Strategic Change Change Rhythm Repeated Change Corporate Report
Unable to display preview. Download preview PDF.