The field of strategy—including research, education and practice—has struggled to integrate the natural environment, particularly in finding ways to address the climate crisis. We adopted a paradigmatic lens to analyze the multiplicity of perspectives that have developed to address the issue, contrasting them in their ability to break out of the field’s inertia in terms of their mobilization of theories and objects from within or outside the field. This particular analysis helped us to understand the field as path-dependent in the current dominant logic and leads us to offer two propositions for moving the field of strategy forward
The implementation of an organizational transformation may involve the strategic decision to establish a subsidiary. While this maneuver may appear sound from financial or strategic perspectives, it may also give rise to a legitimacy issue, which forms the focal point of this study. In this regard, the present work-in-progress builds upon the case of a European legacy airline, the Leda case, which created a subsidiary, Pollux, as part of its transformation plan. The article delineates the legitimization strategy implemented by Leda, its outcomes, and the failure of Pollux. It also puts forward avenues for potential contributions based on this analysis, emphasizing the critical role of autonomy, strategic coherence, and stakeholder engagement in contested subsidiaries.
