Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response
通过对六家制药企业的探索性研究，发现企业只有在将环境变化的多重概念直接与绩效挂钩后才会启动新战略，强调了压力作为战略响应前兆的重要性。
There is general consensus in the strategy literature that successful firms alter strategy to address changes in their environments and enact more favourable conditions. Studies of organizational change suggest that this adjustment is not always made in a timely manner. Different beliefs about cause and effect have been established as a plausible explanation for differential responses to environmental change. This exploratory study of six pharmaceutical firms suggests more specifically that multiple concepts associated with environmental changes must be directly linked to organizational performance before new strategies are initiated. The results emphasize the importance of stress as a precursor to strategic response and have implications for the way we conceptualize `response' when referring to significant changes in strategy.