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dc.contributor.authorSajasalo, Pasi
dc.contributor.authorAuvinen, Tommi
dc.contributor.authorTakala, Tuomo
dc.contributor.authorJärvenpää, Marko
dc.contributor.authorSintonen, Teppo
dc.date.accessioned2018-12-14T11:59:10Z
dc.date.available2018-12-14T11:59:10Z
dc.date.issued2016
dc.identifier.citationSajasalo, P., Auvinen, T., Takala, T., Järvenpää, M., & Sintonen, T. (2016). Strategy implementation as fantasising – becoming the leading bank. <i>Accounting and Business Research</i>, <i>46</i>(3), 303-325. <a href="https://doi.org/10.1080/00014788.2015.1112764" target="_blank">https://doi.org/10.1080/00014788.2015.1112764</a>
dc.identifier.otherCONVID_25326706
dc.identifier.otherTUTKAID_67963
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/60614
dc.description.abstractIn this empirical case study we explore the fantasy nature of strategy work and propose fantasising as a framework contributing to the nascent literature dealing with the previously overlooked fantasy nature of strategy. More specifically, our interest is on examining how the meaning of official strategy gets constructed as it is being implemented, as well as and how and why the perceptions may evolve during implementation. Our data consists of official strategy documents and interviews from Finland's largest financial services group and its largest unit. The interviews cover all organisational levels, enabling us to reveal the variations of perceptions of strategy as it is being implemented. The data analysis is carried out by means of qualitative interpretation. According to our findings, the main goal of becoming the leading bank, as outlined in the official strategy, had been adopted throughout the organisation hierarchically. However, conceptions of what would constitute ‘a leading bank’ varied, especially horizontally. The plausibility of the official strategy is constructed through rational techniques (e.g. numerical ‘objective’ accounting information) intertwined with storytelling. As a result we propose that strategy implementation may best be understood as fantasising involving two forms: functional (explicit, short-term-oriented) and symbolic (metaphorical, long-term-oriented). We offer fantasising in these two forms as an addition to fantasy-oriented strategy literature for further exploration to better understand the nature of strategy work.fi
dc.format.mimetypeapplication/pdf
dc.language.isoeng
dc.publisherRoutledge
dc.relation.ispartofseriesAccounting and Business Research
dc.rightsIn Copyright
dc.subject.otherstorytelling
dc.subject.otherstrategy
dc.titleStrategy implementation as fantasising – becoming the leading bank
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201812145126
dc.contributor.laitosKauppakorkeakoulufi
dc.contributor.laitosSchool of Business and Economicsen
dc.contributor.oppiaineBasic or discovery scholarshipfi
dc.contributor.oppiaineJohtaminenfi
dc.contributor.oppiaineLaskentatoimifi
dc.contributor.oppiaineBasic or discovery scholarshipen
dc.contributor.oppiaineManagement and Leadershipen
dc.contributor.oppiaineAccountingen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2018-12-14T10:15:11Z
dc.description.reviewstatuspeerReviewed
dc.format.pagerange303-325
dc.relation.issn0001-4788
dc.relation.numberinseries3
dc.relation.volume46
dc.type.versionacceptedVersion
dc.rights.copyright© 2015 Taylor & Francis.
dc.rights.accesslevelopenAccessfi
dc.subject.ysofantasia
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p8512
dc.rights.urlhttp://rightsstatements.org/page/InC/1.0/?language=en
dc.relation.doi10.1080/00014788.2015.1112764


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