Developmental papers
Developmental Papers
The Middle Managerial Process of Strategically Aligning Work-floor Employees: An Exploratory Study (196)
Author/s: Floor Slagter Desiree Van Dun Dirk Van Dierendonck
Track: Strategy as Practice
Paper Type: Developmental Papers
Keywords: middle managers, employee strategic aligned behaviours, process model, mixed-method approach
Abstract: We know relatively little about how a formulated strategy is translated into results via employee strategic alignment. Middle managers are often noted as crucial actors in aligning employees to strategic goals. This paper examines the process that takes place at the middle managerial level vis a vis their workfloor employees, to ensure that their behaviours are in line with strategy. We used a mixed method approach of 20 interviews with middle managers and six observations of their staff meetings. The resulting process model provides insight in the complexity of strategic alignment of how middle managers bring their work floor employees from strategic awareness to showing seven categories of strategically aligned behaviours. Our primary contribution is that we demonstrate how the strategic alignment process works at the lowest level of the organisation. A better understanding of such micro practices enables practitioners to effectively influence this process and strategically aligned behaviours through training and development.
The Challenge of Nihon Kotsu - Transforming the Taxi Industry in Japan (269)
Author/s: Abdulaziz AlOthman
Track: Strategy as Practice
Paper Type: Developmental Papers
Keywords: Strategic Management, Governance, Non-market Strategy, Transportation, Taxi, Japan
Abstract: The paper discusses the challenges that faced Japan Taxi industry, and its leading company Nihon Kotsu, due to the ride-sharing services that entered the market. The industry is heavily regulated, hence when foreign services, such as Didi and Uber, entering the market caused a serious threat to the traditional taxi services that Nihon Kotsu offers. This paper analyzes the company from different strategic aspects, ranging from the non-market influence to comparing the industry with other industries in Japan with recent data (1998-2017).
The paper also analyzes how car-hailing services are entering the middle east market through M&A and market expansion strategies. This will shed light on new tactics that those global companies are utilizing in order to succeed in the transportation market.
Leading Strategic-alignment Type Dialogues Effectively: A Longitudinal Field Study (529)
Author/s: Henk Doeleman Desiree Van Dun Celeste Wilderom
Track: Strategy as Practice
Paper Type: Developmental Papers
Keywords: Strategic Alignment, Management Control Practices, Transformational Leadership
Abstract: Organisations constantly seek to improve their internal strategic alignment in order to achieve their strategic goals. Examples of popular interventions are co-creation of strategy execution charts that fit one page; periodical management dialogues following the Plan-Do-Check-Act cycle; and (performance data) visualisations. We investigate the longitudinal effects of such an intervention in a Dutch governmental organisation with 37 locations. The top- and middle managers of all these locations filled out a questionnaire at two points in time (T1 and T2). Our hypothesis-testing showed that transformational leadership moderates the positive relation between the adoption of the above-mentioned management control practices and strategic alignment. Additional qualitative group interviewing and a comparative case study gave additional depth regarding the experiences of 34 of the 37 management teams. Our findings contribute to the strategy-as-practice domain by showing how leadership can help prepare organisations for a more open strategy approach such as the intervention studied herein.
Business Modelling - a Practice by Nascent Entrepreneurs? (1184)
Author/s: Inge Hill
Track: Strategy as Practice
Paper Type: Developmental Papers
Keywords: N/A
Abstract: This article discusses an application of practice theory to business models, explaining business modelling as a practice for successful venture development. Rooted in applications of Bourdieus and Giddens practice theory concepts and a process relational approach, the article deconstructs business model development in new venture creation processes. The study develops theoretical underpinning for daily strategising and reconceptualises business model to be able to map what entrepreneurs are doing. Drawing on narrative analysis and case studies with three UK service business start ups the article explores how daily strategising can be seen as re modelling doing business. The discussion explores business modelling as the alternative dynamic view to a business model. Implications for theory and research are discussed in light of building more sustainable high performance new organisations in uncertain times.