Issues > summer 2023

Volume 65
Issue 4

Table of Contents

Special Issue on Strategic Agility

Business Agility: Key Themes and Future Directions
by Stéphane J. G. Girod, Julian Birkinshaw, and Christiane Prange

Business agility, the capacity to adapt to changing external circumstances, remains difficult for most executives to master.

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility
by Josh Morton

Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” that incorporate a wider range of stakeholder voices is crucial.

Building Hyper-Awareness: How to Amplify Weak External Signals for Improved Strategic Agility
by Raj Krishnan Shankar, Denis Bettenmann, and Ferran Giones

This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives at a leading German mobility corporation, and it reveals four actions to amplify weak external signals.

Logical Incrementalism as a Path to Strategic Agility: The Case of NASA
by Loizos Heracleous, Christina Wawarta, Angeliki Papachroni, and Sotirios Paroutis

This article explores the National Aeronautics and Space Administration’s (NASA’s) journey to strategic agility through successively shifting to three different strategic alignments over the last six decades.

Embarking on a Business Agility Journey: Balancing Autonomy Versus Control
by Michela Beretta and Pernille Smith

While agile represents a crucial element of digital transformation, there is limited empirical evidence on how agile is actually implemented. This article presents a framework for guiding managers undertaking an organization-wide agile implementation.

The Evolution of Line Managers during Agile Transformation: From Missionaries to Priests
by Maria Carmela Annosi and Gianvito Lanzolla

Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation.

Affective Leadership in Agile Teams
by Max-Antoine Renault and Murat Tarakci

This article presents an in-depth case study examining how high- and low- agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. Affective leaders constructed positive emotional experiences for their teams to successfully respond to adversity.

Recent Issues

Vol 66, Issue 2
Winter 2024

Vol 66, Issue 1
Fall 2023

Vol 65, Issue 4
Summer 2023

Vol 65, Issue 3
Spring 2023

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

Learn more
Follow Us