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dc.contributor.authorCheng, Caroline Y
dc.contributor.authorHavenvid, Malena
dc.date.accessioned2017-11-14T14:57:17Z
dc.date.available2017-11-14T14:57:17Z
dc.date.created2016-11-15T09:55:22Z
dc.date.issued2017
dc.identifier.citationThe IMP Journal. 2017, 11 (1), 127-149.nb_NO
dc.identifier.issn0809-7259
dc.identifier.urihttp://hdl.handle.net/11250/2466265
dc.description.abstractPurpose: This paper investigates how the strategic management concept of ‘strategy tools’ can be reinterpreted from an industrial network perspective. It considers how strategy tools are used to influence the substance of relationships and how firms engage in strategic action by using such tools. Design/methodology/approach: Using case study research involving three focal firms, the paper scrutinizes use of selected strategy tools to examine how they are used to systematically relate to others and create benefits and affect development paths in business relationships. Findings: Strategy tools can be viewed as an integrated part of a networking pattern of mobilizing resources, linking activities and relating actors. Seen in this manner, use of strategy tools can be interaction-facilitating or interaction-creating. Research limitations/implications: In an interactive approach, strategy tools must be seen in relation to others as they are used in strategic (co-)action to engage and involve others. In this view, tools are strategic when used to affect the long-term development of important business relationships. Practical implications: Practitioners should acknowledge that the use of a strategy tool to handle counterparts is emerging, and valuable only in relation to specific others. Because the value of strategy tools is unknowable until it is revealed how they can affect the substance of a specific relationship, there is no best-practice or one-size-fits-all approach. Originality/ value: This paper illuminates the phenomenon of ‘strategy tools’ by considering it from both sides of the business exchange interface. Keywords: strategy tools, strategic action, strategizing in networks, ARA model, Strategy-as-Practice Paper type: Research papernb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.titleInvestigating strategy tools from an interactive perspectivenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber127-149nb_NO
dc.source.volume11nb_NO
dc.source.journalThe IMP Journalnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1108/IMP-09-2015-0049
dc.identifier.cristin1400462
dc.description.localcode© Emerald Publishing Limited 2016. This is the authors’ accepted and refereed manuscript to the article.nb_NO
cristin.unitcode194,67,50,0
cristin.unitnameInstitutt for industriell økonomi og teknologiledelse
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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