Abstract
The key aims of this article are (1) to explore the relationship between the vision and strategy of an organizational founder and the strategy of subsequent managements, and (2) to analyse the potential effects (if any) between the founding vision and current company strategy. This article details a review of literature which discusses the crucial role of founders in shaping the culture and strategy of their businesses and the importance of strategic vision in guiding the direction of the organization. A case study of two UK retailing companies finds that the organizational founder of both companies had created a strategic legacy. Such a founding legacy was found to be either negative (a 'strategic hangover') or positive (a 'strategic dividend'). These findings offer several new insights and identify important directions for executives and scholars in addressing issues of management choice and environmental influence.
| Original language | English |
|---|---|
| Pages (from-to) | 333-343 |
| Number of pages | 11 |
| Journal | Long Range Planning |
| Volume | 32 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - Jun 1999 |
ASJC Scopus subject areas
- Geography, Planning and Development
- Finance
- Strategy and Management