This paper aims to explain strategic initiatives as a complex phenomenon. It integrates systems and complexity theory to describe how strategic initiatives emerge, enabling decision-makers to ensure the sustainability of strategic initiatives.
Use the systematic review process, which includes original contributions for strategic initiatives between 1980 and 2024.
The sustainability of strategic initiatives comes from the sustainability of learning. When organizations cannot achieve the sustainability of initiatives, they will suffer from inertia because individuals suffer from lock-in. Therefore, business organizations need an organic strategic initiatives model to interact with the edge of chaos and understand strategic initiatives as a complex and non-linear system. To provide the context and encourage individuals to develop self-organization and stimulate the complex adaptive system for strategic initiatives.
This paper presents an original theoretical contribution to understanding strategic initiatives at the comprehensive level by developing a conceptual framework in a three-stage model on three levels. At the micro level, a model shows how the interaction occurs depending on self-organization and a complex adaptive system.
