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Based on a multiple case study in the Dutch/Flemish beer industry, we set out to study ‘strategy restoration’ – the reinterpretation of discontinued strategies. However, we found out that, beyond the narrowly defined ‘strategy restoration’, organizations have multiple ways in which they use the past in their current strategies. Based on our analyses, we identified two dimensions that are related to how organizations strategically use the past: (1) whether the decision to reuse the past is legacy-based
vs. opportunity-based, and (2) whether the reused elements of the past are adjusted vs. unadjusted. This leads to four categories, which we labelled ‘restoring past strategies’, ‘continuing the past’, ‘using the past as a source of inspiration’, and ‘reviving (elements of) the past’. We also studied how organization-level characteristics (authenticity, traditionality and organizational memory) as well as the key decision-maker’s temporal focus are associated with these different strategic uses of the past. Finally, our results reveal that the different strategic uses of the past that a brewery uses tend to alternate over time.Acknowledgements: This study would not have been possible without the cooperation of Stichting Erfgoed Nederlandse Biercultuur and our respondents. Special thanks to Pieter Vader, Ton van Opstal, Roel Mulder, Eymert van Manen and Michel Ordeman for participating in our feedback session.
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