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Article
Publication date: 12 August 2021

Henk J. Doeleman, Desirée H. van Dun and Celeste P.M. Wilderom

Implementing a new organizational strategy effectively nowadays is said to require open strategizing practices. The purpose of this paper is to examine the adoption of…

Abstract

Purpose

Implementing a new organizational strategy effectively nowadays is said to require open strategizing practices. The purpose of this paper is to examine the adoption of three intertwined open strategizing practices in conjunction with a transformational leadership style towards effective strategy implementation.

Design/methodology/approach

The study was conducted within 37 geographically dispersed locations of a Dutch governmental organization. The top managers and senior managers were surveyed at two points in time (n T1 = 548; n T2 = 414) and group interviewed at T2. Exploratory factor and linear regression analyses were performed. The qualitative data pertaining to the specific way in which leaders can impact the relationship between open strategizing practices and strategy implementation was analyzed using the Gioia methodology.

Findings

As hypothesized, transformational leadership moderates the positive relationship between open strategizing practices and effective strategy implementation. This moderating effect was corroborated through the interview data in which the managers stressed the need for “intrinsically motivated” and “empowering” leaders to effectively support the adoption of their own locally-developed location strategy, as part of the overall strategy.

Research limitations/implications

Despite the timely focus on the three intertwined open strategizing practices, the findings are only based on the perceptions of the various top and senior managers employed by one Western public sector organization.

Practical implications

Top and senior managers who need to improve their organization's strategy implementation can apply the here tested three open strategizing practices. They should also be aware of the key role of transformational leadership.

Originality/value

The authors contribute to the “open” strategy-as-practice domain by showing how top and senior managers' transformational leadership style supports the beneficial effects of adopting the three practices.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Content available
Article
Publication date: 22 June 2021

Pontus Wadström

This paper expands theory on strategists by investigating how non-executive strategy professionals in multi-business firms strategize. In focus is the strategizing of two…

Abstract

Purpose

This paper expands theory on strategists by investigating how non-executive strategy professionals in multi-business firms strategize. In focus is the strategizing of two groups of non-executive strategy professionals: a corporate strategy team and eleven business strategists employed in each of the incorporated units.

Design/methodology/approach

A case study design was employed to explore privileged accessed data to gain first-hand in-depth qualities of strategists' work. The design was characterized by phenomenon driven immersed participatory insider research with retrospective reflection and theorizing. Data includes strategies, interview data, calendars, meeting minutes, workshop material and observational field notes.

Findings

Non-executive strategy professionals in multi-business firms are either employed at the corporate center or in the peripheral businesses. Based on this location and their individual experiences they assume an exclusive content or an inclusive process strategizing orientation. In practice, the groups strategize tightly together.

Research limitations/implications

Case studies are useful in explorative research providing thick descriptions. While empirically rich, the results of this study are limited by the context of one single case. Future research is encouraged to confirm, contradict and refine the results presented.

Practical implications

The insights from this study can help organizations regarding how to employ strategy professionals in multi-business firms.

Originality/value

This paper contributes to a recognized need to explore strategists' work. In contrary to the majority of existing research, focusing on senior management and/or strategy formulation, this paper highlighted non-executive strategy professionals' strategizing.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

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Book part
Publication date: 30 June 2020

Eric J. Bolland

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here
Book part
Publication date: 30 June 2020

Eric J. Bolland

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here
Book part
Publication date: 28 May 2019

Simon Grand and Daniel Bartl

In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to…

Abstract

In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

Keywords

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Book part
Publication date: 30 June 2020

Eric J. Bolland

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here
Book part
Publication date: 30 June 2020

Eric J. Bolland

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

To view the access options for this content please click here
Article
Publication date: 11 May 2015

Romain Gandia and Florence Tourancheau

This paper aims to analyze the strategizing and organizing practices in the innovation process by using a processual approach. Three types of practices are examined…

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Abstract

Purpose

This paper aims to analyze the strategizing and organizing practices in the innovation process by using a processual approach. Three types of practices are examined: discursive, episodic and administrative. Their arrangement and their influence are also studied in the innovation process. The final objective is to understand the making process of the strategizing/organizing (S/O) duality, which remains today one of the major challenges of the strategy-as-practice.

Design/methodology/approach

The paper uses a longitudinal and qualitative methodology applied to a single case study. Primary data are based on 18 semi-directive interviews during a three-year period. Secondary data came from various meeting and reports, Web sites, newspapers and newsletters.

Findings

The results show that strategizing and organizing practices are preconditioned by the phases of the innovation process. In the idea generation, commercialization and diffusion phases, strategizing takes precedence over the organizing, whereas in the R & D phase, it is the opposite. In the industrialization phase, strategizing and organizing are carried out simultaneously. Other results highlight the influence between discursive, episodic and administrative practices in the innovation process.

Practical implications

This research offers guidance to practitioners of innovation who want to attain a deeper understanding of the innovation-making process and its close ties with strategizing and organizing.

Originality/value

The authors empirically validate the making process of the S/O duality and examine the theoretical and empirical relevance of an innovizing concept, when the innovation-making process implicitly generates the production of a new inseparable S/O duality.

Details

European Business Review, vol. 27 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

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