Managing strategic change is one of the key concern in the field of strategic management research. Researchers tend to assume that strategic change is necessary and basically beneficial for firms. However, some studies claimed that strategic change has negative aspects. Therefore, this study investigates strategic consistency. In contrast to strategic change, effects of strategic consistency are not explored enough. In the present study, I focused on research and development strategy in Japanese chemical companies. Based on Belderbos, Faems, Laten and Van Looy (2010), I classified their research and development activities using explorative versus exploitative dimension and solitary and collaborative dimension. The strategic consistency was measured by the approach first suggested by Lamberg, Tikkanen, Nokelainen and Suur-Inkeroinen (2009). In comparison with emphasizing the importance of strategic consistency, planning strategic change tend to be used to gain legitimacy from organization members and external institutions. Reconsidering the significance of strategic consistency will contribute to understanding of the mechanism of firm survival in dynamic environment.
