Powerful and Free: Intraorganizational Power and the Dynamics of Corporate Strategy

Hitoshi Mitsuhashi, Henrich R. Greve

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)


The questions of how shifts occur between inertia and change and why only some organizations make strategic changes have received significant attention from scholars in strategy and organization theory. Here the horizontal and vertical dimensions of organizational power structures’ influence on the dynamics of corporate strategy are examined.The horizontal dimension of institutionalization of subunit power causes inertia, while the vertical dimension of power differences in the top management team causes strategic change. These effects hold for the simple magnitude of strategic changes, changes that break organizational momentum and changes following performance decline. Analysis of changes in the diversification of Japanese shipbuilding and robotics firms supports the theory.

Original languageEnglish
Pages (from-to)107-132
Number of pages26
JournalStrategic Organization
Issue number2
Publication statusPublished - 2004 May
Externally publishedYes


  • adaptation
  • diversification
  • momentum
  • organizational power
  • top management teams

ASJC Scopus subject areas

  • Business and International Management
  • Education
  • Industrial relations
  • Strategy and Management


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