The Social Embeddedness of Strategy Implementation

Hanna Lehtimäki and Katja Karintaus

South Asian Journal of Business and Management Cases, 2013, vol. 2, issue 2, 229-239

Abstract: The purpose of this case is to deepen understanding about strategy implementation. The study draws on a network survey conducted in four internationally operating companies and presents analysis on the role of social relations in strategy implementation. As an outcome, the study provides insight into the ways by which social relations within the firm facilitate strategy implementation. This article contributes to literature of strategic initiatives by examining the informal structure, the social relations in four internationally operating firms.

Keywords: Social capital; strategy implementation; social networks; multinationals; top-management perspective (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sajbmc:v:2:y:2013:i:2:p:229-239

DOI: 10.1177/2277977913509169

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