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| Tekijä: | Boyett, I. Currie, G. |
| Otsikko: | Middle managers moulding international strategy. An Irish start-up in Jamaican telecoms |
| Lehti: | Long Range Planning
2004 : FEB, VOL. 37:1, p. 51-66 |
| Asiasana: | Managers Executives Strategy International Telecommunications industry Joint business ventures Irish Republic Caribbean Community Jamaica |
| Kieli: | eng |
| Tiivistelmä: | This is a story of how a group of middle managers (here as: m-m.) moved beyond just implementing their firm's tightly prescribed strategy (hereafter as: str.) for developing an international venture to the point where it could be argued that they failed to accomplish the four clear str. objectives set by the firm's executive management. Instead, the authors suggest, their success was in collectively orchestrating an emergent str. providing the executive with a better, more profitable and durable embodiment of their str. vision. Operating btw. the parent firm's original strategic intent and the political and economic realities of the host country environment, their str. influence is worthy of close examination. They can be divided into two distinctive groups parent country nationals and host-country nationals and the extent to which they co-operate with or obstruct each other will have a significant effect on the success of the enterprise. The m-m. in this case example, an Irish company launching a mobile telecommunications network in Jamaica, is drawn from both groups. This article investigates the apparent autonomy from executive control afforded these particular m-m. to identify the contingent factors appearing to allow, or to constrain, their positive transmutation of the original str. objectives. The key questions addressed are: how the two groups played their roles in shifting strategy, and how other executive management groups can learn from this Irish / Jamaican experience as to similar international ventures. The authors' response highlights those elements of strategy design, organisational structure and human resource management that they believe are critical in maximising the strategic contribution of m-m. to international ventures, and hence providing a better chance of success. |
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