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Unformatted text preview: not least because such knowledge will help firms overcome the
difficulties they have in carrying out intended strategies, and thereby secure desired strategic
Finally, we are able to state three concluding remarks regarding how strategy is used
to guide managers. First, developing strategy with active participation and conceptual
deliberation helps to generate a shared understanding around the strategic intent. While
promoting participation demands higher organizational effort than a pure top-down approach,
it nurtures strategy internalization, which is evoked well beyond the strategy formation stage
to guide managerial action. Second, the legitimation mechanism, through which strategic
initiatives are brought into being, is a promising construct through which the interplay
between top management and organizational members is reflected. Deliberation on ideas,
agreement on goals and integration of objectives are the components of this managerial
interplay. Finally, we have explored further the effect of induced and autonomous behavior in
strategy-making. In doing so, we have proposed that renewal may also take place considering
conscious adaptation, provided that both induced and autonomous behaviors interact.
Overall, the results of the study emphasize the importance of understanding strategymaking not only as a way to produce strategy, but also as a way to influence managerial
action. 23 References
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This document was uploaded on 02/26/2014 for the course BUSINESS Human reso at Silliman Institute.
- Spring '14