This paper documents complex strategic integration (CSI) at Nike that helped drive the company toward developing a global women’s fitness business, which extended the corporate strategy and required collaboration of multiple business units. The study involved longitudinal field research to...

This paper conceptualizes HP’s history of becoming between 1939 and 2015 in terms of an integral process overview encompassing seven distinct epochs and associated corporate transformations, and discusses the differential contributions of successive CEOs to that integral process. The paper...

This paper shows how the study of the integral process of HP's becoming and the differential contributions of successive CEOs to that process can be combined to create an evolutionary framework of the role of strategic leadership in corporate becoming. This conceptual framework reflects the...

Board members rely on information provided by management to inform their decisions. Unfortunately, some research calls into question the adequacy of the information the board members receive and, by extension, the quality of decisions they are able to make. Based on observations by ValueAct...