Autonomous Strategic Actions (ASA) can be a powerful source of strategic renewal. However, not much is known about what triggers middle- and lower-level members of an organization to engage in such bottom-up entrepreneurial activities. The present paper aims at narrowing this gap. It empirically studies the role of autonomy and top management support as well as declining firm performance and their interplay in triggering middle managers’ ASA. Results suggest that the allocation of decision-making rights and the support of top management are important antecedents to ASA, while top management support is also a moderator of the relationship between performance decline and ASA.
LINDER, S. et BOTHELLO, J. (2015). Antecedents to Autonomous Strategic Action: What about Decline? IEEE Transactions on Engineering Management, 62(2), pp. 226-236.