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Why do some firms not change their strategic orientation despite economic incentives to do so? Most current literature on changing strategic orientations has focused on an antecedents and outcomes approach to business orientations. Intimated, but rarely addressed, are the notions that (1) strategic orientations may be thought of as ideologies and (2) such ideologies are likely to contend with each other. Taking such a perspective may be helpful in discussing why it is challenging to transition to more sustainable strategic orientations even in the presence of financial incentives to do so. In assessing the transition to organic production and marketing in a commodity agriculture context, the authors find that contending ideologies restrict its adoption. In addition, they suggest that strategic orientations are not adopted or contested solely within firms but also among them. The authors find that ideological contestation among firms in this context takes the form of a marketplace drama between a chemical, productionist orientation and an organic orientation in which protagonists mobilize several forms of legitimacy.
Press et al. (Wed,) studied this question.