What happened with the grandiose plans? Strategic plans and network realities in B2B interaction
2010 (English)In: INDUSTRIAL MARKETING MANAGEMENT, ISSN 0019-8501, Vol. 39, no 6, 963-974 p.Article in journal (Refereed) Published
Research concerned with business relationships and organizational levels, respectively, has addressed companies difficulties in realizing their strategies. Studies of business relationships explain this through actions and reactions among business partners. Organizational studies note gaps between strategic and operational organizational levels in perceptions and goals. This paper combines these perspectives to obtain new insights into why company strategies may not materialize. The purpose of this paper is to describe and discuss how actor bonds on various organizational levels in business relationships affect strategy realization. The paper shows that actors on similar organizational levels representing different companies may actually share more understandings and activities than actors within the same company. The paper contributes to research on dyadic business relationships by highlighting differences in perspectives on various organizational levels, adds insights into research studying organizations by including a business-relationship aspect, and increases understanding of why strategic plans sometimes fail to succeed.
Place, publisher, year, edition, pages
Elsevier Science B.V., Amsterdam. , 2010. Vol. 39, no 6, 963-974 p.
Strategy, Organizational levels, Operational, Top management, Acquisition, Procurement project, Case study, BT Industries, Volvo Group
Medical and Health Sciences
IdentifiersURN: urn:nbn:se:liu:diva-60246DOI: 10.1016/j.indmarman.2010.06.016ISI: 000281982100011OAI: oai:DiVA.org:liu-60246DiVA: diva2:355846