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- Huemer, Lars, 1964-, et al.
(författare)
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Strategic change and organizational learning in two ‘Swedish’ construction firms
- 2000
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Ingår i: Construction Management and Economics. - : Taylor & Francis. - 0144-6193 .- 1466-433X. ; 18:6, s. 635-642
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Tidskriftsartikel (refereegranskat)abstract
- The two largest construction companies in Sweden, NCC and Skanska, previously have acted according to what here is called a multi-domestic strategy. Such a strategy implies that each market is treated essentially in isolation. Due to perceived pressures for local responsiveness, the firms have focused on utilizing local knowledge and experience, while failing to obtain economies of scale and to learn from the different localities. A combination of changing perceptions of being local and a growing number of home markets makes possible a strategic approach that is inter-domestic in nature. This approach stresses the importance of learning and of coordinating the experience a construction firm achieves in many different localities. Therefore learning is seen not only as a process of adaptation to the environment, but also as an evolutionary process built on an organization's identity, which is created by both structural and individual factors. The identity of an organization helps us to understand its ability to learn.
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| 3. |
- Östergren, Katarina, 1963-, et al.
(författare)
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Interpretation and translation of industrial recipes : A study of strategic thinking in the Swedish construction industry
- 1999
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Ingår i: Strategic Change. - : Wiley-Blackwell. - 1086-1718 .- 1099-1697. ; 8:8, s. 445-457
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Tidskriftsartikel (refereegranskat)abstract
- The aim of this article is to promote an understanding of changing knowledge structures. The study focuses on strategic management and how knowledge structures evolve and change. It is argued that: Industrial recipes can function both as restricting and driving forces for changing the existing knowledge structure of strategic thinking among managers. Institutional conditions force companies to act in new ways and in new markets, but institutional conditions also impede learning by not opening up for solutions which are beyond the recipe. Managerial action is guided by transforming interpretation of the industrial recipe. The industry recipe provides security for managers, but their subsequent action can be very different from their traditional actions.
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