This thesis has several limitations. Ideally, in analysing the second-order themes, a second researcher who has not been exposed to the direct subjec- tive experience would be preferable to analyse the data most objectively (Gi- oia & Chittipeddi, 1991). Additionally, a second researcher could act as a devil’s advocate to contribute knowledge from different theories or para- digms (Gioia & Pitre, 1990). However, as this master’s thesis was done as individual work, no secondary analysis of the data was possible. This can have possible limitations to the true objectivity of the analysed data. Further, the lack of second researcher meant that no discussions on the significance of data coding could have been held (Gioia et al., 2013). Thus, some inform- ant terms could have been interpreted differently if there would have been other members discussing them.
Another limitation considers the data sources used for this thesis. This thesis used only interview data to generate the results. Although interview data is qualitatively rich source of information, multiple different data sources, in- cluding observational data or questionnaires could have provided more depth to the analysis and helped in generating other novel findings.
93
Further, this thesis was limited to the narratives of the leaders and to only a single data point per successful strategic renewal case. Although the leaders had a broad understanding of the topics discussed, more informants could have provided a broader perspective into the phenomenon. This leader-cen- tric view also meant that the resulting theory described how the leaders per- ceived strategic renewal. Although, all the interviewees were trustworthy data sources, these informants could not understandably cover and describe other organisational members’ views on strategic renewal.
Additionally, this study was limited to a single time point. This study used leaders’ recollective narratives to understand a successful strategic renewal that had happened in the past. Thus, the findings were not observed while the strategic renewal process was happening, as the researcher was not pre- sent then to collect information from the unfolding events. As such the find- ings rely on the truthfulness of the interviewees’ narratives. Although, the interviewees were trustworthy, there was no reasonable way or resources to meticulously validate these stories. Additionally, some aspects of history might be forgotten as time had passed from the renewals.
Finally, this thesis did not find major literature existing on the relation be- tween strategic renewal and engineering leadership, servant leadership, or leadership philosophies in general. Additionally, no extensive studies on the effects of cognitive diversity and trust on strategic renewal were found. How- ever, unpublished manuscripts discussing these topics and relations might exist that I would have not been conscious of during the time of writing.
94
6 Conclusions
The current turbulent global environment requires organisations to con- stantly adapt and renew. The requirements of renewal demand a new kind of leadership to be able to answer these emerging challenges. However, current research has been lacking in understanding the factors enabling successful strategic renewal. Additionally, there have been few studies linking a specific leadership philosophy as the influencer of successful strategic renewal.
This thesis provided novel understanding of the factors enabling successful strategic renewal. The goal of this thesis was to create a grounded theory us- ing the Gioia methodology (Gioia et al., 2013) to provide an empirically based and valid understanding of the enablers of successful strategic renewal. The thesis aimed to understand 1) what kind of leadership creates successful stra- tegic renewal, 2) what factors enable successful strategic renewal, and 3) how education background affects the leaders’ renewal methods.
This thesis found that engineering-minded servant leadership was the lead- ership philosophy common with leaders experienced in successful strategic renewal. Empowerment and development, stewardship, interpersonal ac- ceptance, direction provision, authenticity, and humility were the major characteristics of these leaders with an additional proficiency in the skills rel- evant to business and technology. Interestingly, both engineers and non-en- gineers shared this leadership philosophy.
Importantly, this thesis created a process model of the enabling factors of successful strategic renewal. Successful strategic renewal is continuous and mostly triggered by changes in the environment, with the renewal’s goals pri- marily focusing on aligning the organisation and developing its business. To begin strategic renewal, an organisation needs to have the capability to sense and predict changes in its environment and the willingness to acknowledge the need for change. With the change sensed and the goals set, the organisa- tion needs a clear direction, aligned competences, and focused resources to build the ground for the renewal process. The process must be engaging to
95
continuously keep the critical mass of people, the most crucial part of re- newal, committed to the renewal. Throughout the process organisational characteristics of strategic agility, change agency, and climate of trust and acceptance enable the renewal. However, stagnant actors and organisational slowness pose major barriers for a successful implementation. Finally, suc- cessful renewal results in achieving the targets initially set for the process.
Additionally, successful renewal renews the leadership to be more capable in strategic renewal and creates good feeling in the organisation. As strategic renewal is a continuous process, these effects enforce the organisation’s fu- ture strategic renewal capabilities and create a positive feedback loop that increases the probability of success in future renewal attempts. Interestingly, no differences existed between engineers and non-engineers concerning the renewal enabling factors.
An especially interesting and novel finding came in the form of diversity of thinking and trust. Cognitive diversity was seen as important to both leader- ship philosophy and strategic renewal but was interestingly only explicitly stated by women. Cognitive diversity was found to be a key enabler of suc- cessful strategic renewal as it allows voicing different perspectives, which leads to more multifaceted strategies and decreased risk blindness. Interest- ingly, current research on strategic renewal or strategic change has not dis- cussed the effects of cognitive diversity in detail. Additionally, trust was seen as important to leadership philosophy by both women and men, but to stra- tegic renewal only explicitly by women. Trust fits the Nordic cultural value of equality well but its importance for strategic renewal would provide an inter- esting research focus also beyond this national context.
96
The final finding of this thesis considered how education affects leaders’ stra- tegic renewal capabilities. Currently, education provides problem solving skills and theoretical knowledge that are beneficial to strategic renewal.
However, social psychology skills and contextual understanding are severely lacking from education. Thus, future education should provide students not only with relevant theoretical skills but also with applicable people and prac- tical skills. Finally, education should be increasingly linked to the work-life context. Interestingly, no differences were again found between leaders of different education backgrounds, and neither between women nor men.
This thesis provided a grounded picture on the enabling factors of strategic renewal. In practice, organisations can apply these results as an initial frame- work for leading strategic renewal. Additionally, organisations should in- creasingly recruit people with diverse skillsets, with a special focus on people skills and diversity of thinking. Future education should provide these skills for new students to ensure a more renewal-capable workforce. Future studies should complement this thesis by investigating whether there are nuances in the enabling factors between different industries or national contexts. Future studies should also aim to further investigate the connections between engi- neering leadership, servant leadership, and strategic renewal. Finally, future studies should focus increasingly more on cognitive diversity and trust as an enabler of successful strategic renewal.
97
References
Acemoglu, D., He, A., & le Maire, D. (2022). Eclipse of Rent-Sharing: The Effects of Managers’ Business Education on Wages and the Labor
Share in the US and Denmark (Working Paper No. 29874). National Bureau of Economic Research. https://doi.org/10.3386/w29874 Agarwal, R., & Helfat, C. E. (2009). Strategic Renewal of Organizations. Or-
ganization Science, 20(2), 281–293.
https://doi.org/10.1287/orsc.1090.0423
Alexander, A., Blome, C., Schleper, M. C., & Roscoe, S. (2022). “Managing the ‘new normal’: The future of operations and supply chain manage- ment in unprecedented times”. International Journal of Operations
& Production Management, 42(8), 1061–1076.
https://doi.org/10.1108/IJOPM-06-2022-0367
Alvesson, M. (2003). Beyond Neopositivists, Romantics, and Localists: A Reflexive Approach to Interviews in Organizational Research. Aca- demy of Management Review, 28(1), 13–33.
https://doi.org/10.5465/AMR.2003.8925191
Baraniuk, C. (2021, August 26). Why is there a chip shortage? BBC News.
https://www.bbc.com/news/business-58230388
Barker III, V. L., Patterson Jr, P. W., & Mueller, G. C. (2001). Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts. Journal of
98
Management Studies, 38(2), 235–270. https://doi.org/10.1111/1467- 6486.00235
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage.
Journal of Management, 17(1), 99–120.
https://doi.org/10.1177/014920639101700108
Ben-Menahem, S. M., Kwee, Z., Volberda, H. W., & Van Den Bosch, F. A. J.
(2013). Strategic Renewal Over Time: The Enabling Role of Potential Absorptive Capacity in Aligning Internal and External Rates of Change. Long Range Planning, 46(3), 216–235.
https://doi.org/10.1016/j.lrp.2012.09.012
Bennett, R. J. (2002). The last mile: The technology manager as innovation salesperson. IEEE International Engineering Management Confe- rence, 1, 30–34 vol.1. https://doi.org/10.1109/IEMC.2002.1038361 Bhagat, M., Bhandarkar, B., & Narkhede, B. (2017). Servant leadership of the
teachers of engineering colleges: An empirical study from engineering students’ perceptive. International Journal of Business Excellence, 11, 425–445. https://doi.org/10.1504/IJBEX.2017.10003306
Bierwerth, M., Schwens, C., Isidor, R., & Kabst, R. (2015). Corporate entrep- reneurship and performance: A meta-analysis. Small Business Economics, 45(2), 255–278. https://doi.org/10.1007/s11187-015- 9629-1
Binns, A., Harreld, J. B., O’Reilly, C., & Tushman, M. L. (2014). The Art of Strategic Renewal. MIT Sloan Management Review, 55(2), 21–23.
99
Bruce, J. R. (2014). Risky business: How social psychology can help improve corporate risk management. Business Horizons, 57(4), 551–557.
https://doi.org/10.1016/j.bushor.2014.03.002
Bruch, H., & Sattelberger, T. (2000). The turnaround at Lufthansa: Learning from the change process. Journal of Change Management, 1(4), 344–
363. https://doi.org/10.1080/738552745
Burgelman, R. A. (1983). A Process Model of Internal Corporate Venturing in the Diversified Major Firm. Administrative Science Quarterly, 28(2), 223–244. https://doi.org/10.2307/2392619
Capron, L., & Mitchell, W. (2009). Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal. Organization Science, 20(2), 294–312.
https://doi.org/10.1287/orsc.1070.0328
Chakravarthy, B., & Gargiulo, M. (1998). Maintaining Leadership Legitimacy in the Transition to New Organizational Forms. Journal of Manage- ment Studies, 35(4), 437–456. https://doi.org/10.1111/1467- 6486.00104
Chima, A., & Gutman, R. (2020). What It Takes to Lead Through an Era of Exponential Change. Harvard Business Review Digital Articles, 2–8.
Clapham, StephenE., Schwenk, CharlesR., & Caldwell, C. (2005). CEO per- ceptions and corporate turnaround. Journal of Change Management, 5(4), 407–428. https://doi.org/10.1080/14697010500359276
100
Crossan, M. M., & Berdrow, I. (2003). Organizational Learning and Strategic Renewal. Strategic Management Journal, 24(11), 1087–1105.
https://doi.org/10.1002/smj.342
Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational lear- ning framework: From intuition to institution. Academy of Manage- ment. The Academy of Management Review, 24(3), 522–537.
https://doi.org/10.2307/259140
Crumpton-Young, L., McCauley-Bush, P., Rabelo, L., Meza, K., Ferreras, A., Rodriguez, B., Millan, A., Miranda, D., & Kelarestani, M. (2010). En- gineering Leadership Development Programs: A Look at What is Nee- ded and What is Being Done. Journal of STEM Education: Innovati- ons and Research, 11(3). https://www.jstem.org/jstem/in- dex.php/JSTEM/article/view/1604
Daley, J., & Baruah, B. (2021). Leadership skills development among en- gineering students in Higher Education – an analysis of the Russell Group universities in the UK. European Journal of Engineering Edu-
cation, 46(4), 528–556.
https://doi.org/10.1080/03043797.2020.1832049
Danneels, E. (2002). The dynamics of product innovation and firm compe- tences. Strategic Management Journal, 23(12), 1095–1121.
https://doi.org/10.1002/smj.275
De’, R., Pandey, N., & Pal, A. (2020). Impact of digital surge during Covid-19 pandemic: A viewpoint on research and practice. International
101
Journal of Information Management, 55, 5.
https://doi.org/10.1016/j.ijinfomgt.2020.102171
Driver, M. (2001). Fostering creativity in business education: Developing creative classroom environments to provide students with critical workplace competencies. Journal of Education for Business, 77(1), 28–33. https://doi.org/10.1080/08832320109599667
Dufva, M. (2020). Megatrendit 2020 (No. 162; Sitran selvityksiä, p. 72).
https://www.sitra.fi/app/uploads/2019/12/megatrendit-2020.pdf Dufva, M., & Rekola, S. (2023). Megatrendit 2023 (No. 224; Sitran selvityk-
siä, p. 88). https://www.sitra.fi/app/uploads/2023/01/sitra_mega- trendit-2023_ymmarrysta-yllatysten-aikaan.pdf
Eggers, J. P., & Kaplan, S. (2009). Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change. Organization Science, 20(2), 461–479.
https://doi.org/10.1287/orsc.1080.0401
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14(4), 532–550.
https://doi.org/10.2307/258557
European Council. (2020, December 22). From crisis to recovery.
Https://Www.Consilium.Europa.Eu/En/2020-Council-Achieve- ments/. https://www.consilium.europa.eu/en/2020-council-ac- hievements/
Eurostat. (2022). Flash estimate—October 2022: Euro area annual inflation up to 10.7% (No. 122/2022). Eurostat.
102
https://ec.europa.eu/eurostat/documents/2995521/15131964/2- 31102022-AP-EN.pdf/9a37ec66-2f69-5b3c-a791-
662cec2f439b?t=1666964020949
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019).
Servant Leadership: A systematic review and call for future research.
The Leadership Quarterly, 30(1), 111–132.
https://doi.org/10.1016/j.leaqua.2018.07.004
Farr, J. V., & Brazil, D. M. (2009). Leadership Skills Development for En- gineers. Engineering Management Journal, 21(1), 3–8.
https://doi.org/10.1080/10429247.2009.11431792
Farr, J. V., Walesh, S. G., & Forsythe, G. B. (1997). Leadership Development for Engineering Managers. Journal of Management in Engineering, 13(4), 38–41. https://doi.org/10.1061/(ASCE)0742- 597X(1997)13:4(38)
Fernandez, C. P. (2007). Creating Thought Diversity: The Antidote to Group Think. Journal of Public Health Management and Practice, 13(6), 670–671. https://doi.org/10.1097/01.PHH.0000296146.09918.30 Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization:
Management role conflict in strategic renewal. Academy of Manage- ment. The Academy of Management Review, 25(1), 154–177.
https://doi.org/10.2307/259268
Fowers, A. (2022, July 26). What is causing inflation: The factors driving prices high each month. Washington Post. https://www.washington- post.com/business/2022/07/26/inflation-causes/
103
GELP MIT. (2021). Capabilities of Effective Engineering Leaders. Bernard M. Gordon-MIT Engineering Leadership Program.
https://gelp.mit.edu/sites/default/files/images/Capabili- ties_v4.0.pdf
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and Sensegiving in Stra- tegic Change Initiation. Strategic Management Journal, 12(6), 433–
448. https://doi.org/10.1002/smj.4250120604
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking Qualitative Ri- gor in Inductive Research: Notes on the Gioia Methodology. Or- ganizational Research Methods, 16(1), 15–31.
https://doi.org/10.1177/1094428112452151
Gioia, D. A., & Pitre, E. (1990). Multiparadigm Perspectives on Theory Buil- ding. Academy of Management Review, 15(4), 584–602.
https://doi.org/10.5465/AMR.1990.4310758
Glaser, B. G., & Strauss, A. L. (1967). Discovery of grounded theory: Strate- gies for qualitative research (1st ed., Vol. 2017).
Gulati, R., & Puranam, P. (2009). Renewal Through Reorganization: The Va- lue of Inconsistencies Between Formal and Informal Organization.
Organization Science, 20(2), 422–440.
https://doi.org/10.1287/orsc.1090.0421
Hambrick, D. C. (2007). Upper Echelons Theory: An Update. Academy of
Management Review, 32(2), 334–343.
https://doi.org/10.5465/AMR.2007.24345254
104
Hamel, G., & Välikangas, L. (2003). The Quest for Resilience. (Cover story).
Harvard Business Review, 81(9), 52–63.
Handley, M., & Berdanier, C. G. P. (2019). Operationalizing Interpersonal Behaviours of Leadership for Early-Career Engineers. International Journal of Engineering Education, 35(3), 719–732.
Hartmann, B., & Jahren, C. (2015). Leadership: Industry needs for entry-le- vel engineering positions. Journal of STEM Education, 16(3).
https://www.learntechlib.org/p/151966/
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850. https://doi.org/10.1002/smj.2247
Higgs, M., & Rowland, D. (2010). Emperors With Clothes On: The Role of Self-awareness in Developing Effective Change Leadership. Journal
of Change Management, 10(4), 369–385.
https://doi.org/10.1080/14697017.2010.516483
Hofstede Insights. (2022). 6-D Model, Finland. Hofstede Insights.
https://www.hofstede-insights.com/country/finland/
Hopkins, W. E., Mallette, P., & Hopkins, S. A. (2013). Proposed Factors In- fluencing Strategic Inertia/Strategic Renewal in Organizations. Aca- demy of Strategic Management Journal, 12(2), 77–94.
Huff, J. O., Huff, A. S., & Howard, T. (1992). Strategic Renewal and the In- teraction of Cumulative Stress and Inertia. Strategic Management Journal (1986-1998), 13(SPECIAL ISSUE), 55.
https://doi.org/10.1002/smj.4250131006
105
Huygens, M., Van Den Bosch, F. A. J., Volberda, H. W., & Baden-Fuller, C.
(2001). Co-Evolution of Firm Capabilities and Industry Competition:
Investigating the Music Industry, 1877-1997. Organization Studies, 22(6), 971–1011. https://doi.org/10.1177/0170840601226004
IEA. (2022). World Energy Outlook 2022 (p. 524). IEA.
https://iea.blob.core.windows.net/assets/c282400e-00b0-4edf- 9a8e-6f2ca6536ec8/WorldEnergyOutlook2022.pdf
Järvi, K., & Khoreva, V. (2020). The role of talent management in strategic renewal. Employee Relations, 42(1), 75–89.
https://doi.org/10.1108/ER-02-2018-0064
Kendra, K. A., & Taplin, L. J. (2004). Change Agent Competencies for Infor- mation Technology Project Managers. Consulting Psychology Jour- nal: Practice & Research, 56(1), 20–34.
https://doi.org/10.1037/1061-4087.56.1.20
Kilduff, M., Angelmar, R., & Mehra, A. (2000). Top management-team di- versity and firm performance: Examining the role of cognitions. Or-
ganization Science, 11(1), 21–34.
https://doi.org/10.1287/orsc.11.1.21.12569
Kim, H. E., & Pennings, J. M. (2009). Innovation and Strategic Renewal in Mature Markets: A Study of the Tennis Racket Industry. Organization Science, 20(2), 368–383. https://doi.org/10.1287/orsc.1080.0420 Klepper, S., & Simons, K. L. (2000). Dominance by birthright: Entry of prior
radio producers and competitive ramifications in the U.S. television receiver industry. Strategic Management Journal, 21(10/11), 997–
106
1016. https://doi.org/10.1002/1097-
0266(200010/11)21:10/11%3C997::AID-SMJ134%3E3.0.CO;2-O Knott, A. M., & Posen, H. E. (2009). Firm R&D Behavior and Evolving Tech-
nology in Established Industries. Organization Science, 20(2), 352–
367. https://doi.org/10.1287/orsc.1070.0332
Levin, I., & Gottlieb, J. Z. (2009). Realigning Organization Culture for Opti- mal Performance: Six principles & eight practices. Organization De- velopment Journal, 27(4), 31–46.
Li, J. J., Rottmann, C., Chan, A., Radebe, D., & Campbell, M. (2022). What Makes an Exemplary Engineering Leader? In the Words of Engineers.
Proceedings 2022 Canadian Engineering Education Association (CEEA-ACEG22) Conference, 1–8.
Lim, W. M., Chin, M. W. C., Ee, Y. S., Fung, C. Y., Giang, C. S., Heng, K. S., Kong, M. L. F., Lim, A. S. S., Lim, B. C. Y., Lim, R. T. H., Lim, T. Y., Ling, C. C., Mandrinos, S., Nwobodo, S., Phang, C. S. C., She, L., Sim, C. H., Su, S. I., Wee, G. W. E., & Weissmann, M. A. (2022). What is at stake in a war? A prospective evaluation of the Ukraine and Russia conflict for business and society. Global Business and Organizational Excellence, 41(6), 23–36. https://doi.org/10.1002/joe.22162
Mallette, L. A. (2005). Theory Pi—Engineering leadership not your theory X, Y or Z leaders. 2005 IEEE Aerospace Conference, 4389–4397.
https://doi.org/10.1109/AERO.2005.1559744
107
Manz, C., & Sims, H. (1991). SuperLeadership: Beyond the myth of heroic leadership. Organizational Dynamics, 19, 18–35.
https://doi.org/10.1016/0090-2616(91)90051-A
March, J. G. (1991). Exploration and Exploitation in Organizational Lear-
ning. Organization Science, 2(1), 71–87.
https://doi.org/10.1287/orsc.2.1.71
Mariotti, S. (2022). A warning from the Russian–Ukrainian war: Avoiding a future that rhymes with the past. Journal of Industrial and Business Economics. https://doi.org/10.1007/s40812-022-00219-z
Martens, R., Matthyssens, P., & Vandenbempt, K. (2012). Market strategy renewal as a dynamic incremental process. Journal of Business Re- search, 65(6), 720–728. https://doi.org/10.1016/j.jbus- res.2010.12.008
Mayr, S., & Mitter, C. (2015). Rising like a phoenix: From Bankruptcy to mar- ket leader. Journal of Small Business and Entrepreneurship, 27(6), 519–536. https://doi.org/10.1080/08276331.2015.1092851
Moosavi, J., Fathollahi-Fard, A. M., & Dulebenets, M. A. (2022). Supply chain disruption during the COVID-19 pandemic: Recognizing poten- tial disruption management strategies. International Journal of Di- saster Risk Reduction, 75, 102983. https://doi.org/10.1016/j.ij- drr.2022.102983
OECD. (2022, August 4). The supply of critical raw materials endangered by Russia’s war on Ukraine. OECD. https://www.oecd.org/ukraine-
108
hub/policy-responses/the-supply-of-critical-raw-materials-endange- red-by-russia-s-war-on-ukraine-e01ac7be/
Pachhandara, N. (2022, May 19). Council Post: Impacts Of The Global Chip Shortage And How To Prepare As The Backlog Stabilizes. Forbes.
https://www.forbes.com/sites/forbestechcouncil/2022/05/19/im- pacts-of-the-global-chip-shortage-and-how-to-prepare-as-the- backlog-stabilizes/
Palokangas, J. (2022, June 16). Technology industry / Finnish economic out- look. https://teknologiateollisuus.fi/sites/default/files/inline-fi- les/FinnishTechnologyIndustry_June%202022.pdf
Peltola, S. (2012). Can an old firm learn new tricks? A corporate entrepre- neurship approach to organizational renewal. Business Horizons, 55(1), 43–51. https://doi.org/10.1016/j.bushor.2011.09.002
Post, C., De Lia, E., DiTomaso, N., Tirpak, T. M., & Borwankar, R. (2009).
Capitalizing on Thought Diversity for Innovation. Research Techno-
logy Management, 52(6), 14–25.
https://doi.org/10.1080/08956308.2009.11657596
Reger, R. K., & Palmer, T. B. (1996). Managerial Categorization of Competi- tors: Using Old Maps to Navigate New Environments. Organization Science, 7(1), 22–39. https://doi.org/10.1287/orsc.7.1.22
Rigtering, J. P., C, & Weitzel, U. (2013). Work context and employee beha- viour as antecedents for intrapreneurship. International Entrepre- neurship and Management Journal, 9(3), 337–360.
https://doi.org/10.1007/s11365-013-0258-3
109
Robledo, I. C., Peterson, D. R., & Mumford, M. D. (2012). Leadership of scientists and engineers: A three-vector model. Journal of Organiza- tional Behavior, 33(1), 140–147. https://doi.org/10.1002/job.739 Rothaermel, F. T., & Hess, A. M. (2007). Building Dynamic Capabilities: In-
novation Driven by Individual-, Firm-, and Network-Level Effects. Or-
ganization Science, 18(6), 898–921.
https://doi.org/10.1287/orsc.1070.0291
Rottmann, C., Sacks, R., & Reeve, D. (2015). Engineering leadership: Groun- ding leadership theory in engineers’ professional identities. Lea- dership, 11(3), 351–373. https://doi.org/10.1177/1742715014543581 Sackmann, S. A., Eggenhofer-Rehart, P. M., & Friesl, M. (2009). Sustainable
Change: Long-Term Efforts Toward Developing a Learning Organiza- tion. The Journal of Applied Behavioral Science, 45(4), 521–549.
https://doi.org/10.1177/0021886309346001
Salvato, C. (2009). Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes. Organization Science, 20(2), 384–409. https://doi.org/10.1287/orsc.1080.0408 Schmitt, A., Barker, V. L., Raisch, S., & Whetten, D. (2016). Strategic Renewal
in Times of Environmental Scarcity. Long Range Planning, 49(3), 361–376. https://doi.org/10.1016/j.lrp.2015.08.004
Schmitt, A., Raisch, S., & Volberda, H. W. (2018). Strategic Renewal: Past Research, Theoretical Tensions and Future Challenges. International Journal of Management Reviews, 20(1), 81–98.
https://doi.org/10.1111/ijmr.12117