Motorola strategic inflection points: Story analysis of strategy authors and system complexity

The identification and understanding of strategic inflection points are areas that are under studied within the premises of strategy change research. In past research inquires, two types of strategic inflection points were identified: mega strategic inflection point and gradual strategic inflection point. It is recognized that the characteristics of the strategy shifts experienced surrounding these two types of strategic inflection points are different. The purpose of this research is to explore the identification and understanding of strategic inflection points by utilizing a qualitative approach of analyzing strategy story complexity shifts in the case of Motorola. Motorola corporate documentations such as the SEC 10K, Annual Report, and Global Corporate Citizenship Reports were collected for the years surrounding the three strategic inflection points under study (1967, 1987 and 2004) to explore the strategy story complexity shifts in Motorola's strategy writing. This study discovered a qualitative approach, understanding of strategy storying shifts in organization strategy writings, to study strategic inflection points and differentiating mega and gradual strategic inflection points. This approach can also be used to research organization strategic management by an in depth analysis of organizational strategy storying The outcome of this study supports the characteristic differences between mega and gradual strategy shifts surrounding a strategic inflection point in the case of Motorola. This study also supports the argument that theory construction is at a higher level of complexity compared to theorized model operationalization. The discovery of imprecise categorization of strategy schools of thought lead the need for reclassification of the cited strategy authors and other strategy authors discounted.;The implication of this study is that the understanding of strategic inflection points is significant and can help researchers and practitioners to better understand and anticipate such strategic inflections. Furthermore, this study suggested that strategic inflection points can be studied and it can be operationalized using a qualitative approach of organization strategy story complexity shifts analysis.;It is hoped this pioneer work in strategic inflection points will lead to new research and understanding in the field of strategy theory and practice.