Micro Strategy and Strategizing - Analysis of a Catering Firm by alextt

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									                  Micro Strategy and
                     Strategizing
               - Analysis of a Catering
              Firm Market Strategy from
                  a Loosely Coupled
                     Perspective
    Fred H. Strønen and Bente R.
    Løwendahl, Oslo University
    College and Norwegian School of
    Management



1
    Introduction

       Micro Strategy & Strategizing
       How strategy is created at the micro level
       Open up the black box of strategy (Mintzberg
        et al 1998)
       What is made sense of as strategic?
       Different individuals, groups or coalitions
       ”Bootleg Strategies”
       Real time (Pettigrew, 1990)
2
    Theoretical Background 1

        JMS, special ed. Johnson, Melin &
         Whittington
        Strategy research in post-modern
         conditions: Løwendahl & Revang, 1997
        ”The real world of managers” Mintzberg,
         1973
        Strategy formation, Mintzberg, 1978
        ”How decisions happen” Mintzberg,
         Raisinghani & Torret, 1976
3
    Theoretical Background 2
       Emergent and deliberate strategies, Mintzberg
        & Waters, 1985
       Innovation and strategy, Burgelman, 1980;
        Burgelman & Sayles, 1986
       Grass root strategies in investment banks,
        Eccles & Crane, 1988



4
    Theoretical Background 3

       Loosely coupled systems, Weick, 1976 and
        Orton & Weick, 1990, March & Simon, 1958
       Strategy formation vs. formulation, Mintzberg
        vs. Anshoff, 1990 & 1991




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                              Realized
                              strategy
          Intended
          strategy



           magnifying glass




    Adapted from Mintzberg & Waters (1985)


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    Some phenomena are made sense of as
    outside, and others inside the existing or
    overall strategy. (Adapted from DeWit and
    Meyer, 1998: 151).

7
    Methodology

       Participant observation
       Real time data, Pettigrew 1990
       Case Method, Yin, 1984




8
    The Catering Firm Strategy 1


       Catering Firm Market Director Mr. Årvik
       Analyzed from a loosely coupled
        perspective
       What did the existing strategy legitimize?




9
     The Catering Firm Strategy 2

        Market vs. product veiw
        Could we claim it was a new strategy?
        The relationship between Fjordland’s overall
         strategy and the Catering Firm Strategy
        Why was the CF Strategy created?




10
     The Catering Firm Strategy 3
         We can speculate: Why did the CF
          Director regard his work as different?
         Why did the CEO not integrate the work?
         Why was the CF Strategy not included in
          the overall strategy?




11
     How could this happen?

        The Catering Firm Market Director “played
         strategist”
        Attention in another direction
        Legitimacy outside the firm
        Resource allocation within the firm




12
     What could happen?

        The Catering Firm strategy could have been
         killed
        The Catering Firm strategy could have
         continuted
        The director would go, and the strategy was
         included in the overall strategy of Fjordland



13
     Conclusion 1

        What is the purpose of strategy? E.g. why do
         we have strategy?
        “Strategy” can create energy
        Strategy + Action = True




14
     Conclusion 2

        Interpretive flexibility (Bijker et al. 1987)
        Strategy can be expansive, explorative
         inspiring, instead of limiting, exploiting and
         controlling




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