Incumbent firms often fail to adapt to a discontinuously changing environment. Despite
various barriers and enablers to adapt to discontinuous change are known, research lacks a …

For decades, scholars have theorized structural and cognitive mechanisms of inertia that
induce rigidity and stasis in organizations. These scholars have explored organizational …

Purpose This paper aims to develop and argue for a new research path to advance theory
on incumbent firm adaptation to discontinuous technological change. Integrating variance …

Organizational adaptation is equivocal. On the one hand, the concept is ubiquitous in
management research and acts as the glue binding together the central issues of …

We developed a decision tree that integrates relevant organizational adaptation theories to
respond to radical changes. The understanding of organizational adaptation often requires a …

Exploration and exploitation are considered the two key processes in organizational
adaptation and strategic renewal, and balancing these two potentially conflicting forms of …

The strategy literature highlights the critical role that managerial attention plays in shaping
adaptation to industry change. However, attention to an emerging opportunity alone is not …

This paper explores and revisits a systematic impediment to the more detailed examination
of market-shaping capabilities as a sub-capability of organizational agility. By reconstructing …

This dissertation explores capabilities that enable firms to strategically adapt to
environmental changes and preserve competitiveness over time–often referred to as …

We examine how incumbent organizations respond to complementary-asset discontinuities—
technological changes that introduce new manufacturing, distribution, and sales assets but …