Edited by Steven W. Floyd and Bill Wooldridge
Chapter 9: Complex strategic integration at Nike: strategy process and strategy-as-practice combined
This chapter describes how large, complex, multi-business organizations achieve complex strategic integration. Drawing on the classic Bower_Burgelman (B-B) model of strategy process and a concrete strategy-as-practice lens, the chapter offers an in-depth process analysis of the “Change the Game” initiative within Nike, an initiative intended to transform a historically marginalized women’s apparel business into a centerpiece of the company’s strategy. The result is a narrative connecting upward, downward, and most importantly, lateral leadership practices to a process described in the B-B process model.
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