Purpose

This paper aims to systematically review and synthesize existing research on learning-driven strategic renewal and examines the findings to elucidate the dimensions, antecedents, mechanisms and consequences associated with learning-driven strategic renewal, thereby addressing gaps in the existing literature.

Design/methodology/approach

This research covers learning-driven strategic renewal from 1992 to 2022, using hybrid snowball sampling techniques and Boolean searches on the Scopus and Web of Science databases to extract 49 papers.

Findings

This review proposes an organizing framework for learning-driven strategic renewal, building upon existing literature. The framework identifies various dimensions of the process, including antecedents, mechanisms and consequences. The antecedents are categorized into individual, organizational and external factors. The mechanisms for learning-driven strategic renewal were explored within the context of Crossan’s established 4I framework, which serves as a lens for emphasizing the balance between exploratory and exploitative learning. Within this framework, intuiting, interpreting, integrating and institutionalizing are the four “Is” that guide the renewal process. These mechanisms require a robust system to enforce the prescribed processes effectively, thereby contributing to long-term firm performance and sustainability.

Research limitations/implications

Despite using search terms similar to those in existing literature on strategic renewal, the scope and depth of this study may be limited. Further research may benefit from bibliometric screening or more refined inclusion criteria.

Originality/value

While there has been extensive research into both organizational learning and strategic renewal, no coherent framework links them. This study fills this gap by building a framework that identifies connections between these two concepts, providing valuable insights that may be used to foster successful strategic renewal efforts. The review offers valuable knowledge and understanding of the subject matter, serving as useful guidance for effectively driving renewal initiatives within organizations.

中文翻译：

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学习驱动的战略更新：系统文献综述

目的

本文旨在系统回顾和综合现有的学习驱动战略更新研究，并研究研究结果，阐明学习驱动战略更新的维度、前因、机制和后果，从而弥补现有文献中的空白。

设计/方法论/途径

这项研究涵盖了 1992 年至 2022 年学习驱动的战略更新，利用混合雪球抽样技术以及对 Scopus 和 Web of Science 数据库的布尔搜索，提取了 49 篇论文。

发现

本综述在现有文献的基础上提出了一个学习驱动的战略更新的组织框架。该框架确定了该过程的各个方面，包括前因、机制和后果。前因分为个人因素、组织因素和外部因素。学习驱动的战略更新机制是在 Crossan 建立的 4I 框架的背景下进行探索的，该框架是强调探索性学习和利用性学习之间的平衡的透镜。在此框架内，直觉、解释、整合和制度化是指导更新过程的四个“I”。这些机制需要一个强大的系统来有效执行规定的流程，从而有助于公司的长期绩效和可持续性。

研究局限性/影响

尽管使用与现有战略更新文献中类似的搜索术语，但本研究的范围和深度可能有限。进一步的研究可能受益于文献计量筛选或更细化的纳入标准。

原创性/价值

尽管对组织学习和战略更新进行了广泛的研究，但没有连贯的框架将它们联系起来。本研究通过建立一个框架来确定这两个概念之间的联系，从而填补了这一空白，提供了可用于促进成功的战略更新工作的宝贵见解。该审查提供了对主题的宝贵知识和理解，为有效推动组织内的更新计划提供了有用的指导。