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Renegade and Rational Championing Strategies

Massachusetts Institute of Technology, Cambridge, U.S.A.

S. Venkataraman

Lally Management Center, Rensselear Polytechnic Institute, Troy, U.S.A.

This study examines how national cultural values influence the preferences of managers in 28 countries for resolving the tension of whether to promote innovation inside (rational championing) or outside (renegade championing) organizational norms, rules and procedures. The study finds that managers in individualistic, high power-distant and uncertainty accepting societies prefer renegade strategies, while managers in collectivist, low power-distant and uncertainty avoiding societies prefer rational championing.

Key Words: Descriptors: national culture • innovation • championing

Organization Studies, Vol. 17, No. 5, 751-771 (1996)
DOI: 10.1177/017084069601700503


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