Session 246

Unbundling Silos: Managing Inter- and Intra-Organizational Relationships

Track J

Date: Monday, October 8, 2012


Time: 16:30 – 17:45

Common Ground

Room: Club H


  • Sotirios Paroutis, University of Warwick

Title: Co-creation Practices and Creative Inputs to Strategizing


  • Sebastiano Lombardo, BI Norwegian School of Management
  • Ragnhild Kvålshaugen, BI Norwegian Business School

Abstract: Based on a pragmatic view of human action, this article sheds light on particularly successful value co-production practices in PSF. A multidisciplinary and practice-based approach to researching creative action in transition is outlined and a model is proposed to explain what characterizes the client-consultant interaction practices in projects with outstanding value creation. In particular the proposed model explains the role and the strategic impact of creative practices in the value creation process of these projects.

Title: Getting the Value out of Values


  • Grant Isaac, Cameco Corporation
  • Norman T Sheehan, University of Saskatchewan

Abstract: Values are increasingly seen as an important management tool that can be used to enhance organizational performance. When working properly, values provide positive guidance to employees when performing the tasks leading to strategy execution. Unfortunately, despite the increased focus on values most organizations will not get the full value out of their corporate values as their corporate values are too vaguely written to provide any meaningful guidance to employees. Our work with a large mining company shows that operationalizing values into principles significantly improves the effectiveness of values. Principles are statements that clearly describe the attributes of the corporate values so that the values come alive for employees.

Title: Network Endogeneity: Impact of Governance on Networks


  • Sungho Kim, Southern Illinois University

Abstract: This study examines the impact of organizational governance on interfirm networks. Interfirm networks literature in strategy has exerted significant influence on organizational governance literature, by finding the roles of social mechanisms, which are embedded in the networks of interfirm relations, in economic exchanges. However, according to the network endogeneity perspective and related findings of this study, apparently significant impact of networks on governance is in fact a manifestation of the impact of governance on networks, under certain conditions. Using transaction cost economics, resource based theory, and network theory, this study identifies such boundary conditions by linking exchange conditions, which determine organizational governance choice, with network constructs.

Title: Relational Context for Strategizing: Discourse on Intra-Firm Relationships


  • Hanna Lehtimaki, University of Eastern Finland
  • Katja Karintaus, University of Tampere

Abstract: The purpose of this study is to gain a better understanding about social embeddedness of strategic management and strategy implementation. The study is built on the widely established argument that social capital is a source of competitive advantage and value creation for organizations. The focus is on the quality of relationships within a firm. The research data were collected in three multinational companies. Discourse analysis is used to identify norms and values and actor positions as constructed in descriptions of relationships. The paper seeks two contributions. First, the micro-level analysis on the social context of strategic management provides insight into strategizing as an emergent phenomenon. Second, discoursive analysis deepens understanding about the ways by which social capital fosters value creation and competitive advantage.

Title: Strategic Decision Making Under Uncertainty: The Case of a Global ‘City Within a City’


  • Layla Branicki, University of Birmingham
  • Bridgette Sullivan-Taylor, University of Warwick

Abstract: Space and place has become a significant theme for strategy but as yet has been under researched and conceptualised in relation to the impact of shared physical space upon strategic decision making under conditions of extreme uncertainty. This paper offers an examination of the extent to which clustering of financial services organisations within a unique UK geographic corporate context has led to closer working and coordination in relation to resilience and subsequently asks what can be learnt about resilience from these physical industry clusters and applied to the global level of organisations and beyond.

Title: The Role of Artefacts in the Process of Replication


  • Martin Friesl, Lancaster University
  • Claus Jacobs, University of St. Gallen
  • Joanne Larty, Lancaster University

Abstract: This paper investigates the role of artefacts for the replication or routines in organizations. Drawing on data of a large franchise organization in the UK, we show that actors’ engagement with a portfolio of different primary (e.g. software, tools) and secondary (e.g. manuals) artefacts that are part of the business format, gives rise to five artefact enabled practices of replication (activity scoping, time patterning, practical enquiry, use in practice and contextual enquiry). Importantly, these practices of replication enable three different types of franchisee agency (iterational, practical evaluative and projective agency) that support but partly also challenge replication in terms of the similarity of organizational routines across units. Our findings have several theoretical contributions for the growing literature on replication as well as materiality and artefacts in organizations.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 136: Challenges of Strategic Management and Leadership in Transforming Global Economy: Experiences from the Field
Sun: 15:15 – 16:30
Session 17: Insight-Driven Strategists
Mon: 08:00 – 09:15
Session 16: The Impact of Strategizing: Learning from Best and Worst Practices
Mon: 09:30 – 10:45
Session 18: An Explorative Journey to Strategy Practice
Mon: 13:30 – 14:45
Session 19: Planned Change, Ambidextrous Strategizing, and Systemic Transformation
Mon: 16:30 – 17:45
Session 246: Unbundling Silos: Managing Inter- and Intra-Organizational Relationships
Tue: 11:00 – 12:15
Session 21: Capturing Value Beyond Organizational Boundaries
Tue: 15:45 – 17:00
Session 22: Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In
Tue: 17:30 – 18:45
Session 156: Straddling on Transitions: Developing ABC Synergies

Strategic Management Society