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Conclusions and implications analysis of this case

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Unformatted text preview: present research suggest that a crucial issue is how the interplay between organizational members can be managed to favor renewal but without losing current capabilities. Conclusions and Implications Analysis of this case study offers a rich picture regarding how strategy is built by managerial interplay, and then is used to guide daily action. Strategy-making on a stable participative basis helps to keep strategy present in managerial action. Furthermore, the interplay between managerial levels is developed through deliberation and reasoning, hence grounding strategy. The induced strategy-making process, under these conditions, enables the objective function to bind the organization together. The setting of an objective function will be pointless if that function is not conveyed in such a way as to permeate most of the organizational levels, and particularly the middle management level. Top and second level interplay, resolved through legitimation, requires the integration of viewpoints from both levels. On an ongoing basis, legitimation provides a shared framework for company strategy and the objective function (Masifern and Vilà, 1998). This shared understanding keeps thinking closely coupled with action in daily work. This conception favors further strategic conversation, whether on existing strategic initiatives or emerging ones. The results of this study encourage further research in a larger number of organizations, yet this illustrative case signals a future path. We have explored how strategy 22 can influence managers through strategy-making. If strategy is ingrained in managers, the benefits of developing a strategy are increased. Strategy formation seems to be more efficient if done with the participation of a broad managerial base, and ambitiously triggered by top management. Several cautions are necessary in interpreting these exploratory findings. First, we have reported on strategic initiatives in one organization, operating in a particular type of competitive environment. Further research should include companies from different competitive environments to extend the present inquiry. Second, the case study was based on the development of strategic initiatives as a context for strategic action, yet strategic action was not directly observed. The methodological advice to address this limitation is to perform direct observation. Although it was not possible to do that in this study, we have built reasonable confidence in construct building by contrasting different sources of evidence, and active alternate explanation dialogues between the two researchers. Third, the data and analysis are mostly descriptive. We need explanatory studies to strengthen the validity of any evidence found. Despite these limitations, the study and analysis suggest that top and middle manager interplay helps to ensure that the strategic intent is translated into strategic initiatives. Understanding the effects that strategy-making has on managerial activities is becoming imperative,...
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