All in all we recognize that managers at all levels

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Unformatted text preview: and autonomous behavior, akin to Floyd and Wooldridge (2000). All in all, we recognize that managers at all levels of the organization may play a role in strategic renewal and that their behavior may be both purposeful and inadvertent (Mintzberg, 1978). Three sub-processes are targeted in this case study. First, the induced process of setting and conveying the strategic intent as the objective function; second, the process followed from idea generation to issue selling; and a third sub-process in which the previous two meet. This third process is the process of day-to-day managerial work and current project development. Through managerial work, strategy is translated into action, and it is here that we can observe whether the strategy-making process has produced a strategy that matters for managers and is thus included in regular work. A diagram presenting these three sub-processes is presented in Figure 1. 4 Figure 1. Ex-ante conceptual framework Objective function setting (1) Conveyance Managerial job (3) Current projects Issue selling (2) Idea Generation This diagram shows three interconnected processes. In the first process we regard top management as setting and conveying the objective function, in an induced manner. This guiding element is deployed into unit-based strategies, which materialize in managerial jobs (Hamel and Prahalad, 1989). The second process is the eventual birth and growth of new initiatives stemming from managerial work, in autonomous behavior or merely induced by the firm’s strategy (Burgelman, 1991). Through the interplay between top management setting and conveying the objective function and organizational members generating specific strategic initiatives, strategy is developed.The third process is the one that accounts, on a daily basis, for managerial action, whether derived from current strategy or not. Most managers will perform a dual role in their day-to day work. In their daily work they will develop existing projects or strategic initiatives and at the same time contribute to the organization with their functional duties. Managers will tend to have deeper information about issues directly relevant to their functional areas. Hence, their role in generating ideas and selling issues to top management will be closely related to their day-to day work or project development (Dutton and Ashford, 1993). The nature of the interplay between the conveyance of strategic intent and the generation of ideas, which through issue selling can become strategic initiatives, will reveal the conditions under which the guiding quality of strategy arises. We expect to derive the precise mechanism that solves the interplay between top management and organizational members, and consequently forms strategy. In the following section, we describe the research development as well as the research setting and methodology used. Next, we describe the main findings of our study and develop a theoretical framework. In the final section we present and discuss the conclusions of the study. 5 Research Development A Case Study Approach The purpose of this study ma...
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This document was uploaded on 02/26/2014 for the course BUSINESS Human reso at Silliman Institute.

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