The evolution of strategic ideas and its interplay with corporate culture
The evolution of strategic ideas and its interplay with corporate culture
One of the major outcomes of the strategic decision and strategic thinking process is the evolution of strategic ideas. Strategic ideas provide the main pillar of any organisation's strategy. It is because of these strategic ideas that organisations maintain, survive and succeed in their existing market position. Although the importance of strategic ideas and corporate culture has been acknowledged in academic and practitioner literature, only limited studies examine the cultural factors influencing the evolution of strategic ideas. The interrelationship between the evolution of strategic ideas and corporate culture has not yet been explored in the strategic management literature.
This dissertation examines the dynamic and complex nature of the evolution of strategic ideas and its relationship to corporate culture. A longitudinal in-depth field study and grounded theory methodology was adopted. The data collection method involved semi-structured and unstructured interviews and observations of organisational members involved in the evolution of strategic ideas in their organisational and institutional context. The research was carried out during the period June 1997 to December 1998 at a multinational organisation at Germany. The field data was analysed using grounded theory methodology and a theoretical basis, the concept of culture. The field data is presented in form of a case description.
The research results provide a new theoretical framework for the evolution of strategic ideas. This framework seeks to explain the complex nature of the evolution of strategic ideas and its interrelationship to corporate culture. In addition, some general contributions to the strategic decision process and strategic thinking literature are discussed. The insights gained also provide some direct implications for managerial practice.
University of Southampton
1999
Schwarz, Mirela
(1999)
The evolution of strategic ideas and its interplay with corporate culture.
University of Southampton, Doctoral Thesis.
Record type:
Thesis
(Doctoral)
Abstract
One of the major outcomes of the strategic decision and strategic thinking process is the evolution of strategic ideas. Strategic ideas provide the main pillar of any organisation's strategy. It is because of these strategic ideas that organisations maintain, survive and succeed in their existing market position. Although the importance of strategic ideas and corporate culture has been acknowledged in academic and practitioner literature, only limited studies examine the cultural factors influencing the evolution of strategic ideas. The interrelationship between the evolution of strategic ideas and corporate culture has not yet been explored in the strategic management literature.
This dissertation examines the dynamic and complex nature of the evolution of strategic ideas and its relationship to corporate culture. A longitudinal in-depth field study and grounded theory methodology was adopted. The data collection method involved semi-structured and unstructured interviews and observations of organisational members involved in the evolution of strategic ideas in their organisational and institutional context. The research was carried out during the period June 1997 to December 1998 at a multinational organisation at Germany. The field data was analysed using grounded theory methodology and a theoretical basis, the concept of culture. The field data is presented in form of a case description.
The research results provide a new theoretical framework for the evolution of strategic ideas. This framework seeks to explain the complex nature of the evolution of strategic ideas and its interrelationship to corporate culture. In addition, some general contributions to the strategic decision process and strategic thinking literature are discussed. The insights gained also provide some direct implications for managerial practice.
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Published date: 1999
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Local EPrints ID: 464021
URI: http://eprints.soton.ac.uk/id/eprint/464021
PURE UUID: a1c57be6-cf83-426b-8735-d20ff649739d
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Date deposited: 04 Jul 2022 21:00
Last modified: 04 Jul 2022 21:00
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Author:
Mirela Schwarz
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