Table 2 Overview of definitions, related... | Emerald Publishing

Table 2

Overview of definitions, related concepts, and contributions.

	Definition	Related concepts	References
A— Projects	The intended strategy of abandoning an initiative is predominantly dismissed through deviant behavior among employees	Creative deviance Aggressive resistance Ignoring and defying superiors Resistance to change	Mainemelis (2010) Nees (1981) Sutton (2001) Packard (1995)
A+ Projects	The intended strategy of abandoning an initiative is predominantly followed through compliant behavior among employees	Strategic trade-offs Divestment effectiveness Deductive reasoning Must stops Exit rules Deductive management Boundary systems Abandonment and contracting options Put option	Porter (1996) Nees (1981) Regnér (2003) Killing et al. (2005) Eisenhardt and Sull (2001) Nonaka (1988) Simons (1994) Andersen et al. (2014) Bowman and Hurry (1993)
S— Projects	The intended strategy of pursuing a selected initiative is predominantly dismissed through deviant behavior among employees	Resistance to change Unrealized strategy	Mintzberg and Waters (1985) Mirabeau and Maguire (2014)
S+ Projects	The intended strategy of pursuing a selected initiative is predominantly followed through compliant behavior among employees	Induced initiative and induced strategic behavior Strategic trade-offs Deductive reasoning Deliberate strategy Deductive management Diagnostic control systems Action control, results control, action and results control Call option	Burgelman (1983, 1996) Porter (1996) Regnér (2003) Mintzberg and Waters (1985) Mirabeau and Maguire (2014) Nonaka (1988) Simons (1994) Goold and Quinn (1990) Bowman and Hurry (1993)
F— Projects	The intended strategy of pursuing a framed initiative is predominantly dismissed through deviant behavior among employees	Literature gap
F+ Projects	The intended strategy of pursuing a framed initiative is predominantly followed through compliant behavior among employees	Planned emergence Guided evolution Logical incrementalism Responsible autonomy Must-win battles Strategy as simple rules Middle-up-down management Boundary systems and belief systems Clan control	Grant (2003) Lovas and Goshal (2000) Quinn (1980) Fairtlough (2005) Eisenhardt and Sull (2001) Nonaka (1988) Simons (1994) Goold and Quinn (1990)
P— Projects	The intended strategy of postponing a specified initiative is predominantly dismissed through deviant behavior among employees	Literature gap
P+ Projects	The intended strategy of postponing a specified initiative is predominantly pursued through compliant behavior among employees	Strategy as active waiting Strategy as real options Deferral option	Sull (2005) Luehrman (1998) Andersen et al. (2014) Bowman and Hurry (1993)
E— Projects	The entering initiative is predominantly incongruent with the intended (formulated) strategy	Emergent strategy Autonomous initiative Inductive reasoning Ephemeral autonomous strategic behavior Stealth innovation Strategic issues Strategic surprises Emergent strategy from decentralized resource allocation Bottom-up initiative Inductive management Adapting Transformative (non-predictive control strategy) Interactive control systems Shadow options	Ansoff (1975) Burgelman (1983, 1996) Bower and Gilbert (2005, 2007) Miller and Wedell-Wedellsborg (2013) Mintzberg and Waters (1985) Mirabeau and Maguire (2014) Regnér (2003) Sutton (2001) Nonaka (1988) Wiltbank et al. (2006) Simons (1994) Bowman and Hurry (1993)
E+ Projects	The entering initiative is predominantly congruent with the intended (formulated) strategy	Emergent strategy Stealth innovation Strategic issues Strategic surprises Responsible autonomy Bottom-up initiative Strategy as real options Strategy as active waiting Business development Inductive management Adapting Interactive control systems Shadow options	Ansoff (1975, 1980) Miller and Wedell-Wedellsborg (2013) Mintzberg and Waters (1985) Fairtlough (2005) Sutton (2001) Luehrman (1998) Sull (2005) Sørensen (2012) Nonaka (1988) Wiltbank et al. (2006) Simons (1994) Bowman and Hurry (1993)

	Definition	Related concepts	References
A— Projects	The intended strategy of abandoning an initiative is predominantly dismissed through deviant behavior among employees	Creative deviance Aggressive resistance Ignoring and defying superiors Resistance to change	Mainemelis (2010) Nees (1981) Sutton (2001) Packard (1995)
A+ Projects	The intended strategy of abandoning an initiative is predominantly followed through compliant behavior among employees	Strategic trade-offs Divestment effectiveness Deductive reasoning Must stops Exit rules Deductive management Boundary systems Abandonment and contracting options Put option	Porter (1996) Nees (1981) Regnér (2003) Killing et al. (2005) Eisenhardt and Sull (2001) Nonaka (1988) Simons (1994) Andersen et al. (2014) Bowman and Hurry (1993)
S— Projects	The intended strategy of pursuing a selected initiative is predominantly dismissed through deviant behavior among employees	Resistance to change Unrealized strategy	Mintzberg and Waters (1985) Mirabeau and Maguire (2014)
S+ Projects	The intended strategy of pursuing a selected initiative is predominantly followed through compliant behavior among employees	Induced initiative and induced strategic behavior Strategic trade-offs Deductive reasoning Deliberate strategy Deductive management Diagnostic control systems Action control, results control, action and results control Call option	Burgelman (1983, 1996) Porter (1996) Regnér (2003) Mintzberg and Waters (1985) Mirabeau and Maguire (2014) Nonaka (1988) Simons (1994) Goold and Quinn (1990) Bowman and Hurry (1993)
F— Projects	The intended strategy of pursuing a framed initiative is predominantly dismissed through deviant behavior among employees	Literature gap
F+ Projects	The intended strategy of pursuing a framed initiative is predominantly followed through compliant behavior among employees	Planned emergence Guided evolution Logical incrementalism Responsible autonomy Must-win battles Strategy as simple rules Middle-up-down management Boundary systems and belief systems Clan control	Grant (2003) Lovas and Goshal (2000) Quinn (1980) Fairtlough (2005) Eisenhardt and Sull (2001) Nonaka (1988) Simons (1994) Goold and Quinn (1990)
P— Projects	The intended strategy of postponing a specified initiative is predominantly dismissed through deviant behavior among employees	Literature gap
P+ Projects	The intended strategy of postponing a specified initiative is predominantly pursued through compliant behavior among employees	Strategy as active waiting Strategy as real options Deferral option	Sull (2005) Luehrman (1998) Andersen et al. (2014) Bowman and Hurry (1993)
E— Projects	The entering initiative is predominantly incongruent with the intended (formulated) strategy	Emergent strategy Autonomous initiative Inductive reasoning Ephemeral autonomous strategic behavior Stealth innovation Strategic issues Strategic surprises Emergent strategy from decentralized resource allocation Bottom-up initiative Inductive management Adapting Transformative (non-predictive control strategy) Interactive control systems Shadow options	Ansoff (1975) Burgelman (1983, 1996) Bower and Gilbert (2005, 2007) Miller and Wedell-Wedellsborg (2013) Mintzberg and Waters (1985) Mirabeau and Maguire (2014) Regnér (2003) Sutton (2001) Nonaka (1988) Wiltbank et al. (2006) Simons (1994) Bowman and Hurry (1993)
E+ Projects	The entering initiative is predominantly congruent with the intended (formulated) strategy	Emergent strategy Stealth innovation Strategic issues Strategic surprises Responsible autonomy Bottom-up initiative Strategy as real options Strategy as active waiting Business development Inductive management Adapting Interactive control systems Shadow options	Ansoff (1975, 1980) Miller and Wedell-Wedellsborg (2013) Mintzberg and Waters (1985) Fairtlough (2005) Sutton (2001) Luehrman (1998) Sull (2005) Sørensen (2012) Nonaka (1988) Wiltbank et al. (2006) Simons (1994) Bowman and Hurry (1993)