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Strategic repositioning in the construction industry – An examination of main challenges

Mundt, Tim-Ole LU (2013) ENTN39 20131
Department of Business Administration
Abstract
This thesis aims stress out the key challenge organisation might face, if the changes in the environment reveal the need for a strategic repositioning. In particular this thesis examines the perceived organizational challenges that might occur, if an organizations tries to reposition itself by spinning out a new venture that aims to create a new combi-nation of products and markets. To illustrate how firms may tackle the occurring chal-lenges, a model is proposed that points out what key challenges companies need to con-sider when pursuing a process of strategic repositioning. On the one hand, this paper classifies strategic repositioning as a strategic initiative dedicated to the domain of stra-tegic renewal, which can be perceived as one... (More)
This thesis aims stress out the key challenge organisation might face, if the changes in the environment reveal the need for a strategic repositioning. In particular this thesis examines the perceived organizational challenges that might occur, if an organizations tries to reposition itself by spinning out a new venture that aims to create a new combi-nation of products and markets. To illustrate how firms may tackle the occurring chal-lenges, a model is proposed that points out what key challenges companies need to con-sider when pursuing a process of strategic repositioning. On the one hand, this paper classifies strategic repositioning as a strategic initiative dedicated to the domain of stra-tegic renewal, which can be perceived as one of the main streams of strategic entrepre-neurship. On the other hand, it will point out several challenges that are directly interre-lated with a specific form of corporate venturing; the spin out. In effort to combine the-se two elemental streams of corporate entrepreneurship, the here used concept of strate-gic repositioning is referring to a range of theoretical concepts that reflect a broad per-spective on the area of entrepreneurship theory. The theoretical framework majorly con-sists of two superordinated streams: Firstly, theory dedicated to strategic repositioning (Reichel, 2005; Ryan, Moroney, Geoghegan, & Cunningham, 2007; Turner, 2003), which also includes a classification and distinction of the framing domain of strategic renewal (Agarwal & Helfat, 2009; Kuratko, Covin, & Morris, 2011). Secondly, theory discussing the main challenges of organizational change with a focus on strategic re-newal and strategic repositioning (Agarwal & Helfat, 2009; Ryan et al., 2007). Thereby, the conceptualization of the business model (Cavalcante, Kesting, & Ulhøi, 2011; McGrath, 2010; Morris, Schindehutte, & Allen, 2005; Osterwalder & Pigneur, 2010) will be highlighted in effort to outline it as a particularly relevant key challenge with regard to the spin out as carrier of the strategic repositioning process. Subject of the conducted case study is Inwido, a multi-national construction company based in Swe-den that is settled in the window and door industry. To gather the required information a range of qualitative data was collected embracing semi-structured interviews as well as the employment of secondary data sources. In a further step the gathered data is ana-lyzed and compared with relevant literature to reveal implications to the proposed theo-retical model. According to the findings final recommendations are stated to deduct further implications for other companies in the construction industry or unrelated indus-tries that face similar challenges. (Less)
Please use this url to cite or link to this publication:
author
Mundt, Tim-Ole LU
supervisor
organization
course
ENTN39 20131
year
type
H1 - Master's Degree (One Year)
subject
keywords
Strategic repositioning, strategic renewal, Challenges of change processes, Strategic Entrepreneurship, Corporate Venturing, Construction Industry, Spin out
language
English
id
3813750
date added to LUP
2013-06-17 13:41:07
date last changed
2013-06-17 13:41:07
@misc{3813750,
  abstract     = {This thesis aims stress out the key challenge organisation might face, if the changes in the environment reveal the need for a strategic repositioning. In particular this thesis examines the perceived organizational challenges that might occur, if an organizations tries to reposition itself by spinning out a new venture that aims to create a new combi-nation of products and markets. To illustrate how firms may tackle the occurring chal-lenges, a model is proposed that points out what key challenges companies need to con-sider when pursuing a process of strategic repositioning. On the one hand, this paper classifies strategic repositioning as a strategic initiative dedicated to the domain of stra-tegic renewal, which can be perceived as one of the main streams of strategic entrepre-neurship. On the other hand, it will point out several challenges that are directly interre-lated with a specific form of corporate venturing; the spin out. In effort to combine the-se two elemental streams of corporate entrepreneurship, the here used concept of strate-gic repositioning is referring to a range of theoretical concepts that reflect a broad per-spective on the area of entrepreneurship theory. The theoretical framework majorly con-sists of two superordinated streams: Firstly, theory dedicated to strategic repositioning (Reichel, 2005; Ryan, Moroney, Geoghegan, & Cunningham, 2007; Turner, 2003), which also includes a classification and distinction of the framing domain of strategic renewal (Agarwal & Helfat, 2009; Kuratko, Covin, & Morris, 2011). Secondly, theory discussing the main challenges of organizational change with a focus on strategic re-newal and strategic repositioning (Agarwal & Helfat, 2009; Ryan et al., 2007). Thereby, the conceptualization of the business model (Cavalcante, Kesting, & Ulhøi, 2011; McGrath, 2010; Morris, Schindehutte, & Allen, 2005; Osterwalder & Pigneur, 2010) will be highlighted in effort to outline it as a particularly relevant key challenge with regard to the spin out as carrier of the strategic repositioning process. Subject of the conducted case study is Inwido, a multi-national construction company based in Swe-den that is settled in the window and door industry. To gather the required information a range of qualitative data was collected embracing semi-structured interviews as well as the employment of secondary data sources. In a further step the gathered data is ana-lyzed and compared with relevant literature to reveal implications to the proposed theo-retical model. According to the findings final recommendations are stated to deduct further implications for other companies in the construction industry or unrelated indus-tries that face similar challenges.},
  author       = {Mundt, Tim-Ole},
  keyword      = {Strategic repositioning,strategic renewal,Challenges of change processes,Strategic Entrepreneurship,Corporate Venturing,Construction Industry,Spin out},
  language     = {eng},
  note         = {Student Paper},
  title        = {Strategic repositioning in the construction industry – An examination of main challenges},
  year         = {2013},
}