學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Logical Incrementalism as a Path to Strategic Agility: The Case of NASA
內容大綱
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 and suggests that logical incrementalism may be an unappreciated driver of this process. Three successive alignment models exhibit important shifts in technology strategy, competencies, and values of the organization. The three phases of incremental changes in shifting from one alignment model to the next are the emergence of new approaches, the embeddedness of these approaches in particular contexts, and their expansion to other organizational contexts.