Introduction to strategic change & transformation -- Strategic renewal in organizations -- Building ambidexterity in organizations -- Dynamic capabilities and renewal -- Achieving successful strategic transformation -- Cases of companies undergoing transformation

Managers in organizations face severe challenges and conflicts that arise from pursuing dual business models. Documented studies are available on how Western Multinationals operate in emerging markets, however, little evidence is available about how home-grown emerging market firms pursue this...

Purpose: This study aims to examine the Lumpkin and Dess (1996) conceptualization of entrepreneurial orientation (EO) in an emerging economy, focusing on India. It ascertains the dimensions of EO that are valuable in securing superior firm performance in emerging economies, which might differ...

Purpose: The purpose of this paper is to explore the multi-level ambidexterity challenges through the metaroutine lens. Further, while confronting the ambidexterity challenges, it is found that what is paradox at one level can be understood as tradeoffs at another level. This study uses an...

Introduction to strategic change & transformation -- Strategic renewal in organizations -- Building ambidexterity in organizations -- Dynamic capabilities and renewal -- Achieving successful strategic transformation -- Cases of companies undergoing transformation.

This case portrays the experimental foray of Eveready Industries Limited in a new line of business when faced with dire consequences of survival of its core battery business. The battery business was severely hit because of cheap Chinese imports and from a position of domestic market leader,...