This paper introduces and develops the concept of strategic repivoting—the deliberate return to a previous strategic position—as a viable and value-creating option for firms. Drawing on the dynamic capabilities framework, we challenge the implicit assumption of unidirectionality in much of the strategic change literature and argue that firms can create value by leveraging elements of their strategic history. We develop a theoretical model of strategic repivoting comprising three key processes: recognition (identifying valuable elements in a firm’s strategic history), reactivation (bringing dormant capabilities back into use), and reconfiguration (adapting historical elements to current conditions). The paper delineates the challenges associated with each process and proposes a set of testable propositions. By introducing a temporal dimension to capability development and emphasizing the potential value of a firm’s strategic heritage, our theory extends the dynamic capabilities view and contributes to the body of work on temporality in strategy research. The concept of strategic repivoting expands the range of strategic options available to firms and offers new insights into how organizations can navigate increasingly dynamic and uncertain environments.
