Files in this item
|(no description provided)|
|Title:||Speed and Scope of Strategic Response to an Environmental Change: The Case of the United States Trucking Industry's Deregulation|
|Doctoral Committee Chair(s):||Duhaime, Irene M.|
|Department / Program:||Business Administration|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Subject(s):||Business Administration, Management
|Abstract:||This study empirically investigates strategic change in terms of how different organizations responded to the same, new environment. This study takes the mid-range approach between the two extremes of determinism and voluntarism views, accepting the influence of the external environment on organizations and yet believing in organizations' freedom and ability to cope with the changing environment.
A model is developed which incudes prior strategy and slack as the major--and controllable--factors and other factors such as size and age of organizations, prior performance, and change in top management. The model is used to test the influence of each factor on the dynamics between the inertial nature of organizations and the changing force caused by industry deregulation, resulting in different speed and scope of strategic change.
This study produced major findings about the relationship between dimensions of strategic change, the role of strategy, and the role of organizational slack. The results highlight the complexity of the strategic change concept and the slack concept. Though many firms were found to have used an unfocused strategy in the regulated environment, massive transition to a focused strategy by the sample firms after deregulation shows that a focused strategy is pursued by more firms in a competitive environment. Focused strategies were found to facilitate further strategic change, making faster and broader change possible. This study also found that slack can buffer organizations from the environment and provide sources of proactive change at the same time, an important finding because research on slack to date has focused on one or the other of two functions. In addition, this study's conformation that different types of slack can play different roles in strategic decisions making is also a significant finding. The final important finding is that speed and scope have distinctly different relationships with key strategic variables; this suggests that the effect of various factors on 'strategic change as a simple concept' may be misleading, unless different dimensions of strategic change are distinguished and specified.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1993.
|Date Available in IDEALS:||2014-12-17|
This item appears in the following Collection(s)
Dissertations and Theses - Business Administration
Graduate Dissertations and Theses at Illinois
Graduate Theses and Dissertations at Illinois