The Paradox of Stretch Goals: Organizations in Pursuit of the Seemingly Impossible
Academy of Management Review, Vol. 36, No. 3, pp. 544–566, July 2011
23 Pages
Posted: 28 Oct 2010
Last revised: 3 Aug 2011
Duke University-Fuqua School of Business
New York University - Department of Management and Organizations
Wake Forest University - Babcock Graduate School of Management
affiliation not provided to SSRN
Duke University - Fuqua School of Business
Date Written: October 26, 2010
Abstract
We investigate the organizational pursuit of seemingly impossible goals - commonly known as stretch goals. Building from our analysis of the mechanisms through which stretch goals could influence organizational learning and performance, we offer a contingency framework evaluating which organizations are positioned to benefit from such extreme goals, and which are most likely to pursue them. We conclude that stretch goals are, paradoxically, most seductive for organizations that can least afford the risks associated with them.
Keywords: organizational learning, performance, organizational goals, stretch goals, organizational cognition, exploratory search, change, innovation, risk taking
JEL Classification: A10, D2, D23, D83, L2, L20, L21, M1, M10, M14
Suggested Citation:
Suggested Citation
Sitkin, Sim B. and See, Kelly E. and Miller, C. Chet and Lawless, Michael and Carton, Andrew, The Paradox of Stretch Goals: Organizations in Pursuit of the Seemingly Impossible (October 26, 2010). Academy of Management Review, Vol. 36, No. 3, pp. 544–566, July 2011. Available at SSRN: https://ssrn.com/abstract=1698304
