Implementing Strategy to Practice when Energy Crisis Arises : Single Case Study

Abstract

The theory of strategy as practice suggests that a company's strategy involves not only top management's vision or plan, but also the collective practices of all employees. This theo-ry highlights the role of daily actions and routines in shaping and reinforcing a company's strategy and emphasizes the importance of aligning the strategy with employees' experi-ences for success. By focusing on aligning organizational practices with the strategy, a company can embed the strategy into its practices and sustain its success over time.

This case study aims to examine the implementation of a new strategy by a company fol-lowing an acquisition and during an energy crisis, and how different levels within the company perceive its success. The research analyzes the opinions and views of each level of the organization towards the implementation of the strategy and evaluates its effec-tiveness in meeting its objectives. The focus of the study is to determine the success of the company in effectively implementing the strategy in practice.

The findings suggest that the company's departure from its strategy resulted in communi-cation, commitment, and resource conflicts. The study highlights the importance of focus-ing on aligning organizational practices with the strategy to ensure its success, through clear communication, maintaining commitment, and providing adequate resources.