Autonomous strategizing amidst regulatory change - When knowing your ground rules won't suffice

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dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorTolvas, Leea
dc.contributor.departmentMarkkinoinnin laitosfi
dc.contributor.departmentDepartment of Marketingen
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Businessen
dc.date.accessioned2015-02-18T12:06:06Z
dc.date.available2015-02-18T12:06:06Z
dc.date.dateaccepted2014-12-09
dc.date.issued2014
dc.description.abstractWithin strategic management research, the process theory school of thought concentrates on the strategy formation process, instead of strategy content. Originating from Mintzberg's (1978) division between intended and emergent strategy, followed by Burgelman's (1983) further interpretation of induced and autonomous strategizing, it has since been widely acknowledged that an organization's realized strategy also includes strategic actions outside the planned and implemented corporate strategy. How does this strategy formation take place in a changing regulatory environment? This study presents longitudinal process data of semi-structured interviews and archival analysis as a single-case study of a successful Finnish retailer. This study aims to provide a description of the case organization within its unique setting, and to also identify the market incumbent's patterns of actions as either autonomous or induced strategizing behavior. A secondary research question is presented: what type of interaction do these strategies represent with the organization's environment? The identified sequences of autonomous and induced strategizing of the case organization are thus further classified according to Burgelman and Grove's (2007) four-part framework for strategic dynamics. It can be conclude that within the unique context of the case study, the market incumbent has achieved a stronger position within Finnish retail trade, amidst regulatory changes. This has been supported by the case organization's repetitive actions: First of all, its induced strategizing (represented by acts such as decentralization, and continuous chain concept development) are based on an accumulated knowledge about the market and regulation, i.e. an understanding of "one's ground rules", and acting within these regulatory constraints. Secondly, especially beneficial have been the case organization's autonomous strategizing (vertical mergers including acquisition of Spar and branching into gasoline sales with the ABC chain as well as ecommerce; horizontal integration into the real estate business) which have allowed changing retail trade by "bending its rules", i.e. identifying non-regulated activities to pursue. As implications to further research and practitioners, this study suggests that autonomous strategizing should be carried out if aiming for rule-changing behavior and ultimately having an effect on one's market and non-market environment.en
dc.ethesisid13836
dc.format.extent71
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/15177
dc.identifier.urnURN:NBN:fi:aalto-201502191882
dc.language.isoenen
dc.locationP1 I
dc.programme.majorStrategic Retail Managementen
dc.programme.majorKaupan strateginen johtaminenfi
dc.subject.heleconmarkkinointi
dc.subject.heleconmarketing
dc.subject.heleconkauppa
dc.subject.heleconcommerce
dc.subject.heleconjohtaminen
dc.subject.heleconmanagement
dc.subject.heleconstrategia
dc.subject.heleconstrategy
dc.subject.heleconsuunnittelu
dc.subject.heleconplanning
dc.subject.heleconprosessit
dc.subject.heleconprocesses
dc.subject.heleconorganisaatio
dc.subject.heleconorganization
dc.subject.heleconvähittäiskauppa
dc.subject.heleconretail trade
dc.subject.heleconpäivittäistavarat
dc.subject.heleconconsumer goods
dc.subject.keywordstrategy formation
dc.subject.keywordprocess theory
dc.subject.keywordstrategy process
dc.subject.keywordturbulent environment
dc.subject.keywordretail regulation
dc.subject.keywordretail development
dc.subject.keywordFinnish grocery retail
dc.subject.keyworddecentralized organizational structure
dc.titleAutonomous strategizing amidst regulatory change - When knowing your ground rules won't sufficeen
dc.typeG2 Pro gradu, diplomityöfi
dc.type.dcmitypetexten
dc.type.ontasotMaster's thesisen
dc.type.ontasotPro gradu tutkielmafi
local.aalto.idthes13836
local.aalto.openaccessno
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