Browsing Research documents by Author "Obed Madsen, Søren"
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Et studie af, hvordan ledere i praksis anvender strategiObed Madsen, Søren (Frederiksberg, 2011)[More information][Less information]
Abstract: Selvom strategien i teorien burde sikre, at organisationen går i samme retning ved at vise den fælles vej for organisationen, medvirker strategien i praksis til at øge antallet af mulige veje, da lederne oversætter strategien ud fra deres egen kontekst. Derved øges antallet af strategier i organisationen, og et samlet overblik over sammenspillet og relationerne mellem strategierne vanskeliggøres. Ledere skelner mellem de forskellige dele af strategien som fx det abstrakte som ordlyden eller intentionen, og det konkrete som måltal og projekter. Lederne anvender de forskellige dele af strategien i forskellige sammenhænge, men taler stadigvæk om ”strategien” selv om de har skiftet dimension som fx mellem ordlyd og KPI’er. En anden dimension er, at lederne også kan opfatte strategien som rigtig, men irrelevant, hvilket hænger sammen med deres skelnen mellem det abstrakte og det konkrete i strategien. Den abstrakte dimension opfattes som værende rigtigt, mens strategien rent konkret kan være irrelevant for visse ledere. Strategien anvendes også som dokumentation for den øverste ledelses intentioner. Derved kan andre aktører få indblik i topledelsens tankegang, foretage modtræk, øve sig på at yde modstand på en elegant måde eller blot forberede sig på at argumentere for sin sag inden for den logik som strategien repræsenterer. URI: http://hdl.handle.net/10398/8583 Files in this item: 1
Obed_Madsen_2011.pdf (148.8Kb) -
Obed Madsen, Søren (Frederiksberg, 2012)[More information][Less information]
Abstract: Although a strategy, in theory, should help the organization to move in the same direction by showing a direction for the organization, in practice the strategy increases the number of possible paths, as managers translate the strategy into their own context. This increases the number of strategies in the organization, and it becomes difficult to get an overview of the interaction and relationships between the translated strategies. The managers distinguish between the different parts of the strategy, such as the abstract words or intention, and the concrete as targets and projects. Managers use the various parts of the strategy in different contexts, but still speak about "strategy" even if they have changed dimension like the words and KPIs. Another dimension is that the managers also perceive the strategy as correct, but irrelevant, which is linked to their distinction between the abstract and the concrete in the strategy. The abstract dimension is perceived as being true, while the effet of the strategy may be irrelevant for certain managers. The strategy is also used as documentation for senior management intentions. This allows other players to gain insight into top management's thinking, take 2 countermeasures, resist in an elegant way, or just prepare to argue his case within the logic of the strategy. URI: http://hdl.handle.net/10398/8591 Files in this item: 1
Søren_Obed_Madsen.pdf (158.3Kb)
Now showing items 1-2 of 2