Based on a longitudinal case study, this paper presents an ecosystem-level process model of the interlocking key activities of the business model disruptor, other ecosystem participants (customers, partners, media, analysts), and the incumbent. Together these constitute a strategic process of...

This paper examines the automation and sharing aspects of the competitive dynamics of the emerging automated mobility industry. It applies strategic management, technological innovation and forecasting frameworks to examine how the different categories of industry entrants position themselves...

This paper discusses the phenomenon of “built to become:” an open-ended ongoing process for which there is no grand ex ante plan possible and which unfolds through a series of transformations in the course of the strategic evolution of long-lived companies. It develops a “strategic...

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...