Session 156

Realizing Strategies Through Effective Processes

Track H

Date: Tuesday, October 13, 2009


Time: 10:00 – 11:15

Common Ground

Room: Meeting Room 7

Tomi Laamanen, University of St. Gallen

Title: Intended and Realised Marketing Strategies: An Exploratory Perspective


  • Simos Chari, Leeds University

Abstract: Nearly after forty years of vigorous attention and robust research, the concept of strategy making process and its effect on organizational performance remains vague; imprecise; and complicated. This pragmatism is even more vivid in marketing organizations. Empirical developments in the marketing strategy process stream are not only few, but largely, detached from those occurring in the opposite spectrum, strategy content. Studies on the marketing strategy making process represent an “incomplete, multi-dimensional jigsaw puzzle” with some of its areas more comprehensive than others. This paper following the recent pleas for further investigation on the ill-defined matter of marketing strategy making process aims in examining the formulation and implementation processes within marketing organizations and explain the moderating role of “intrapreneurship” and “control mechanisms” between the intended and realised marketing strategies.

Title: Modeling Integration Process in Merger and Acquisition (M&A) Transactions


  • Patricia de Sá Freire, Federal University of Santa Catarina
  • Marina Nakayama, Federal University of Santa Catarina
  • Aline Soares, Federal University of Santa Catarina
  • Roberto Amaral, Federal University of Santa Catarina
  • Fernando Spanhol, Federal University of Santa Catarina
  • Andressa Pacheco, Federal University of Santa Catarina
  • Maurício Rissi, Federal University of Santa Catarina
  • Kelly Cristina Benetti, Federal University of Santa Catarina

Abstract: This research intended to model an integration process that provides the organizations of M&A, conditions to consolidate confirming the results projected by the thesis. It was based on Maranhão and Macieira's (2006) ideas about the modeling of complex processes, in addition to Nonaka and Takeuchi's (1997) concepts of knowledge creation in its epistemological dimension. The methodological approach characterizes itself as qualitative and there is use of action research techniques, creating explicit knowledge for practical use. In conclusion, the modeling of the integration process allowed to compare its adherence rate of managerial practices to the acquiree's beforehand, enabled the managers to face conflicts and make realistic estimates of the integration cost, adjusting the operation's cash flow, and the definition of corporate sense to be shared.

Title: Smooth Strategy Process: The Anatomy of Strategy Execution Challenges


  • Tomi Laamanen, University of St. Gallen
  • Samuli Skurnik, Aalto University

Abstract: We focus in this paper on the antecedents and consequences of strategy execution challenges identified in a survey of 958 board, CEO, top management, and business unit management team respondents. We examine the differential sensemaking of managers in different positions and roles and group the respondents into five clusters according to the similarity of their responses. In addition, we examine how the perceived strategy execution challenges relate to growth and profitability of the respondents’ firms. As our main results, we find that sensemaking is conditional on a person’s position and role, that the challenges that relate to growth are different from the challenges that relate to profitability, and that these challenges are not the same as the ones respondents originally identified as the most critical.

Title: Strategic Management in the Public Sector: A Case Study From the Process Perspective


  • Anil Patel, Department of Army
  • Maheshkumar Joshi, George Mason University

Abstract: Remove upon request by author.

Title: Value Creating Activities in International Professional Service Firms: A Strategy-as-Practice Approach


  • Katja Maria Hydle, IRIS
  • Karl Joachim Breunig, Oslo and Akershus University College

Abstract: This paper empirically explores the processes of value creating activities in two International Professional Service Firms using the strategy-as-practice approach. Building on Porters understanding of competitive advantage where the firm is being viewed as a collection of activities (1985), and Stabell and Fjeldstads three distinct value configuration models (1998), this paper describes how these three value creation logics can be found within the firm, at an activity level. The paper shows how a combination of value configuration models is necessary for the firms in order to maintain competitive advantage. By studying micro activities within firms we expose that different value configurations reinforce each other and claim that a strategy attending to only one configuration might undermine the value creation.

All Sessions in Track H...

Sun: 13:00 – 14:30
Session 259: The State of Strategic Process Research: Critical Observations and Suggestions for the Future
Sun: 15:00 – 16:30
Session 263: Interactive Strategy Process Work-in-Progress Workshop
Sun: 16:30 – 17:30
Session 312: Strategy Process, IG Meeting
Mon: 12:45 – 14:00
Session 155: Language, Emotion and Learning in Strategy Processes
Mon: 15:45 – 17:00
Session 149: Resource Allocation and Portfolio Management
Mon: 17:15 – 18:30
Session 153: Decision Making in Strategy Processes
Tue: 10:00 – 11:15
Session 156: Realizing Strategies Through Effective Processes
Tue: 11:30 – 12:45
Session 150: Dynamic Capabilities in Strategy Processes
Tue: 14:30 – 15:45
Session 152: Innovation and Learning in Strategy Processes
Wed: 10:00 – 11:15
Session 154: Key Actors in Strategy Processes
Wed: 11:30 – 12:45
Session 151: Cognitive Approaches to Strategy Processes

Strategic Management Society

Washington DC