Burgelman, R. (1991). Intraorganizational Ecology of Strategy making and organizational adaptation: Theory and Field Research. Organization Science, Vol. 2, pp. 239-262.
Burgelman tracks the development of strategic initiatives at Intel over a period of time. Using the mechanisms of variation, selection and retention Burgelman described the evolution of strategic initiatives through two key strategic processes, which he terms the induced and autonomous. While the induced strategic process put forward by Burgelman describes the evolution of initiatives based on existing organizational knowledge, competences and worldviews, the autonomous strategic process can result in a radical departure from prevailing norms and worldviews creatively disrupting the prevailing equilibrium. Balancing both processes allowed Intel on the one hand to develop existing competences within the induced strategic process, while at the same time allowing new competences to be developed outside existing practices.