Strategy restoration

K. Miller, Emanuel Gomes, D. Lehman

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)


Discussions of strategic change generally assume that managers strive to break free from the constraints of their organization's past so that they can forge ahead into the future. However, some organizations instead opt to reinterpret and reenact abandoned strategies drawn from their own history. Such actions are largely unaccounted for in the literature on strategic change. Accordingly, we propose here a conceptualization of a distinct type of strategic change that we call “strategy restoration.” We first outline how strategy restoration fills a gap in current understandings of strategic change. We then elaborate conditions that motivate and enable organizations to pursue strategy restoration rather than other types of strategic change. Two components of the framework—organizational traditionality and memory—characterize the organization itself, and two—nostalgia and perceptions of the organization's authenticity—characterize the market in which the organization operates. The proposed conceptualization of strategy restoration and discussion of its underlying mechanisms carry implications for researchers and managers.
Original languageEnglish
Article number101855
JournalLong Range Planning
Issue number5
Publication statusPublished - Oct 2019


  • Authenticity
  • History
  • Nostalgia
  • Organizational memory
  • Sensemaking
  • Strategic change
  • Strategy restoration
  • Traditionality


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