Managing Strategic Change; The Role of Symbolic Action
整合了作者及相关领域的研究，构建解释模型，阐述组织战略惯性、根本性战略变革，以及企业领导者作为变革推动者所采取的象征性管理活动。
SUMMARY As our understanding of processes of strategic management develop, it is clear that the problems of managing major shifts in strategy, which organizations face on occasions, are of a different order to the typically incremental strategy development they follow. It is also recognized that these problems are closely linked to cognitive and cultural dimensions of organizations. Research on the management processes associated with more fundamental strategic change is still sparse, but suggests that it requires substantial cognitive shifts in which intervention, often by new corporate leaders, and political and symbolic, as well as more substantial action, is likely. This paper draws together the author's and other research in related fields, to formalize explanatory models, which link organizational inertia of strategy, more fundamental strategic change, and in particular the symbolic management activities of corporate leaders as strategic change agents.