Generation of strategic growth alternatives: Empirical evidence from large companies listed on NASDAQ OMX Helsinki

dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorPaananen, Tuomas
dc.contributor.departmentJohtamisen laitosfi
dc.contributor.departmentDepartment of Management Studiesen
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Businessen
dc.date.accessioned2016-02-25T11:08:19Z
dc.date.available2016-02-25T11:08:19Z
dc.date.dateaccepted2015-09-11
dc.date.issued2015
dc.description.abstractObjective of the study The objective of this study is to find out the factors or approaches that companies take into consideration when generating strategic growth alternatives. Also the sources of these inputs are examined. In addition, the study aims to address the ways in which the growth alternatives are communicated to the decision makers. Methodology The theoretical foundation of this thesis lies on rational strategic decision making and strategic growth alternatives. The empirical data for the study was gathered from 13 semi-structured thematic interviews with top level executives responsible for strategy in their organizations. At the time of the research, all the companies were listed on NASDAQ OMX Helsinki and had a market capitalization in excess of 250 million euros. The interviewed strategy executives represented the following companies: TeliaSonera, Neste Oil, Elisa, Cargotec, Valmet, Tieto, Sanoma, Aktia, Oriola-KD, Basware, F-Secure, Finnair and Lemminkäinen. The interviews were interpreted through thematic analysis using a systematic coding process. Data collection and data analysis were conducted as an iterative process building on the theoretical framework constructed based on earlier research on the topic. Findings Generation of strategic growth alternatives is a multi-dimensional process including various inputs. Based on the findings, the outside-in approach, in which external operating environment is essential, is emphasized when creating strategic growth alternatives. Especially customers are seen as an invaluable source for growth opportunities. High priority factors from the external environment are also market growth and the competitive field. In addition, the relevance of widely discussed static positioning strategies seems to be eroding. Core competencies, capabilities and even organizational culture are replacing the older underpinnings when it comes to new business development. Growth generation needs to be continuous - not tied to the calendar year.en
dc.ethesisid14279
dc.format.extent101
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/19797
dc.identifier.urnURN:NBN:fi:aalto-201602261435
dc.language.isoenen
dc.locationP1 I
dc.programme.majorMSc Degree Programme in Strategyen
dc.programme.majorMSc Degree Programme in Strategyfi
dc.subject.heleconjohtaminen
dc.subject.heleconmanagement
dc.subject.heleconstrategia
dc.subject.heleconstrategy
dc.subject.heleconpäätöksenteko
dc.subject.helecondecision making
dc.subject.heleconyritykset
dc.subject.heleconcompanies
dc.subject.heleconkasvu
dc.subject.helecongrowth
dc.subject.heleconpörssit
dc.subject.heleconstock exchanges
dc.subject.heleconHelsinki
dc.subject.heleconHelsinki
dc.subject.keywordstrategic management
dc.subject.keywordstrategic decision making
dc.subject.keywordnew business development
dc.subject.keywordstrategic growth alternatives
dc.subject.keywordgrowth
dc.subject.keywordNASDAQ OMX Helsinki
dc.titleGeneration of strategic growth alternatives: Empirical evidence from large companies listed on NASDAQ OMX Helsinkien
dc.typeG2 Pro gradu, diplomityöfi
dc.type.dcmitypetexten
dc.type.ontasotMaster's thesisen
dc.type.ontasotPro gradu tutkielmafi
local.aalto.idthes14279
local.aalto.openaccessyes
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