This paper inductively derives a model that develops the concept of subsidiary embeddedness as the canvas within which subsidiary strategy can take place. Our model identifies three hierarchical levels of embeddedness: Operational embeddedness relates to the interlocking day-to-day relations....

This paper studies the interplay between top and middle managers as a determinant of strategy-making effectiveness. Participation is a pivotal concern among different types of strategy-making process to grasp the conditions that account for effective strategy-making. We deal with how the...

This paper examines the interplay between top and middle level managers as strategy-making settles and in subsequent managerial action. It reports on an exploratory case study at a car service company that has an aggressive expansion strategy. The study examines the context and characteristics...

This paper gives an answer to the continuing emergent-deliberate debate. Thinking and acting are two outstanding features of this controversy. What is needed in the field is a framework that can explain under what circumstances each of these two features takes place along the strategy-making...