Understanding how the strategy formation process interacts with the management of complex work
Abstract
Purpose
The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables rationality, implication and vision, and verifying the relationship between an integrative strategy formation process and the management of work and the consequences of this relationship in terms of performance.
Design/methodology/approach
The paper adopted a qualitative methodology, specifically a simple case analysis, following a six‐stage process: establishing the research objectives, the theoretical research framework, unit and the level of analysis, selecting the study cases and a pilot case, and ellaborating the protocol for the case study analysis.
Findings
An integrative strategy formation process that combines with certain equilibrium rationality and emergence facilitates a more effective management of work, specifically of complex work. When the organisation permits a greater degree of participation, it is facilitating an improvement in organisational results (particularly with respect to professional works – administrative or engineering that add more complexity).
Originality/value
The paper highlights the importance of the fit between an integrative strategy formation process and the management of different types of work, considering that a better fit drives to better results.
Keywords
Citation
Aldraci Barbosa Lavarda, R., Canet Giner, M.T. and Juan Peris Bonet, F. (2011), "Understanding how the strategy formation process interacts with the management of complex work", European Business Review, Vol. 23 No. 1, pp. 71-86. https://doi.org/10.1108/09555341111097991
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited