|
Abstract:
|
This paper explores the practical and theoretical avenues for working with mindset as a
strategic lever and method of securing business strategy executional agility. Taking the
mindset development aspirations of Solar A/S as point of departure, the building up of a
collective mindset conducive to strategy execution is explored as a method of securing
implementation of business strategy. Reflecting the strategic priorities and
internationalization process of the case study organization, the concept of global mindset is
activated as an avenue of exploration (Chatterjee, 2005; Levy et al., 2007; Dekker et al;
2005; Bowen & Inkpen, 2009; Gupta & Govindarajan, 2002). A global mindset is the
cognitive ability (of managers) to be open towards and navigating, integrating and mediating
between multiple cultural and strategic realities on both global and local levels mirroring the
Solar notion of group mindset supporting business strategy. It is argued that a knowledge
gap exist with regards to creation and change of mindset in connection with strategy
execution. Concepts of organizational learning are put forward as a possible point of
entrance to mindset change. The paper is informed by the exploratory data from the initial
phase of an ongoing industrial Ph.D.- project in Solar A/S with the working title “A mindset for
strategy execution -mindset-driven leadership development and strategic performance.” |
This work is licensed under a Creative Commons License.
