Recontextualising a Strategic Concept Within a Globalising Company: A Case Study on Carlsberg's ‘Winning Behaviours’ Strategy

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    Abstrakt

    A corporate strategy is often formulated on the executive floor at headquarters. However, in order to make it live in an organisation, middle management and employees must be involved and make sense of it. These actors thus contribute to, participate in and enact the strategy in processes where it may take on new meanings and forms. This article investigates how ‘Winning Behaviours’, a strategic concept developed on the initiative of top management at the Carlsberg Group in order to improve global integration in the multinational organisation, was recontextualised. It draws upon interviews and observations as well as documents collected at the company headquarters in Denmark and in its subsidiaries in China and Malaysia. Here, expatriate and local managers tried to give sense to the Winning Behaviours in various ways, and employees brought their own local leadership ideals into play when they tried to make sense of the preferred behaviours and turn them into daily practices. The process of creating a new strategic concept and making it live in other sociocultural contexts was facilitated by headquarters staff in the Human Resources and Communications departments, who thus played an important role as change agents in the ‘glocal’ strategy process
    OriginalsprogEngelsk
    TidsskriftInternational Journal of Human Resource Management
    Vol/bind26
    Udgave nummer2
    Sider (fra-til)231-257
    Antal sider27
    ISSN0958-5192
    DOI
    StatusUdgivet - 2015

    Emneord

    • Corporate values
    • Recontextualisation
    • Sensegiving
    • Strategic change

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