Generation of strategic growth alternatives: Empirical evidence from large companies listed on NASDAQ OMX Helsinki
Year: 2015
Type: dissertation
Abstract: Objective of the study\nThe objective of this study is to find out the factors or approaches that companies take into consideration\nwhen generating strategic growth alternatives. Also the sources of these inputs are examined.\nIn addition, the study aims to address the ways in which the growth alternatives are communicated\nto the decision makers.\n\nMethodology\nThe theoretical foundation of this thesis lies on rational strategic decision making and strategic\ngrowth alternatives. The empirical data for the study was gathered from 13 semi-structured thematic\ninterviews with top level executives responsible for strategy in their organizations. At the time of the\nresearch, all the companies were listed on NASDAQ OMX Helsinki and had a market capitalization\nin excess of 250 million euros. The interviewed strategy executives represented the following companies:\nTeliaSonera, Neste Oil, Elisa, Cargotec, Valmet, Tieto, Sanoma, Aktia, Oriola-KD, Basware,\nF-Secure, Finnair and Lemminkäinen. The interviews were interpreted through thematic analysis\nusing a systematic coding process. Data collection and data analysis were conducted as an iterative\nprocess building on the theoretical framework constructed based on earlier research on the topic.\n\nFindings\nGeneration of strategic growth alternatives is a multi-dimensional process including various inputs.\nBased on the findings, the outside-in approach, in which external operating environment is essential,\nis emphasized when creating strategic growth alternatives. Especially customers are seen as an\ninvaluable source for growth opportunities. High priority factors from the external environment are\nalso market growth and the competitive field. In addition, the relevance of widely discussed static\npositioning strategies seems to be eroding. Core competencies, capabilities and even organizational\nculture are replacing the older underpinnings when it comes to new business development. Growth\ngeneration needs to be continuous - not tied to the calendar year.
Source: Aaltodoc (Aalto University)
Author: Tuomas Paananen
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2397656306