 Dynamics of after-sales managers’ strategizing work: What, why and howThommie Burström, Timothy L. Wilson and Joakim Wincent Journal of Business Research, 2020, vol. 110, issue C, 119-131 Abstract: The strategizing work of After-sales managers is understudied. This paper therefore investigate how after-sales strategies actually come about in early phases of product development. The study builds on three month observations and 68 interviews. This paper studies a radical vehicle platform project where the participating organizations organized product development through cross-functional project teams. First, this paper penetrates the “black box” of activities that after-sales managers must avail themselves, and the strategy work that after-sales managers perform in practice. Second, we develop a framework explaining and defining the dynamics of after-sales strategizing work. Third, we develop a process model capturing the activities of after-sales strategizing process. Four, after-sales has been given a marginal role in strategy and strategizing. This paper therefore contributes to the strategy-as-practice research stream where we show and elaborate upon the mechanisms in the dynamics of strategy work. Keywords: After-sales; Platform; Projects; Strategy; Radical; Development (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:110:y:2020:i:c:p:119-131 DOI: 10.1016/j.jbusres.2019.12.049 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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