How to sell strategy change?

Abstract

This thesis aims to examine if and how middle managers ‘sell’ strategy change in organizations. Implementing company’s strategy is found to be difficult and this thesis aims to find answers on if ‘selling’ can be an alternative option to engage employees in company’s strategy. The focus is on studying middle managers as strategy practitioners.

The research design of the study is supported by the logic of systematic combining. The study includes a single case study approach that supports the systematic literature review and enriches the study with empirical findings. The case company is a large international firm operating in Finland. Both the middle managers and their subordinates are interviewed to deepen the understanding of managers ‘selling’ activities in the company.

The study is limited in several ways. The research design is consisting only of one case company. Only limited amount of the practitioners in the firm are interviewed. Also, the phenomenon of ‘selling’ strategy change has not been investigated in the research and it brings theoretical and empirical difficulties to identify the micro praxis related to that. The empirical findings are supported by sensemaking and sensegiving literature. In the end, further research topics are proposed.

The study contributes the theory in several ways. Firstly, it studies middle managers strategizing in the case company. Secondly, it examines the sensemaking practices of these practitioners. Thirdly, it provides practical tools for practitioners to develop their influencing skills. Lastly, it suggests how firms can further develop their managers’ skills in implementing company’s strategy.