Learning-driven strategic renewal: systematic literature review

• Published in: Management research news Vol. 47; no. 5; pp. 708 - 743
• Main Authors: Maharani, Ida Ayu Kartika, Sukoco, Badri Munir, Usman, Indrianawati, Ahlstrom, David
• Format: Journal Article
• Language: English
• Published: Patrington Emerald Publishing Limited 09.04.2024; Emerald Group Publishing Limited
• Subjects: Core competencies; Literature reviews; Organizational change; Organizational learning; Roles; Scholarly communication; Systematic review; Knowledge sharing; Exploration; Innovation; Strategic renewal; Learning-driven; Exploitation
• ISSN: 2040-8269; 2040-8277; 2040-8269
• DOI: 10.1108/MRR-05-2023-0377

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.