Global Strategy, Local Words: Navigating Interpretation and Implementation in Decentralized MNCs
(2025) MIOM05 20251Department of Mechanical Engineering Sciences
Production Management
- Abstract
- This thesis investigates the complexities of strategy implementation within a decentralized multinational corporation (MNC), focusing on how a global strategic directive aimed at enhancing profitability per unit is interpreted and implemented across diverse regional and site-level contexts. The core purpose is to identify critical factors that influence this process, understand their interconnectedness, and derive actionable insights to improve strategic alignment.
Key findings reveal that the interpretation and implementation of the strategic directive are shaped by a confluence of interconnected factors. Foremost among these are the proactive engagement and agency of leaders at all levels, who actively drive sensemaking and... (More) - This thesis investigates the complexities of strategy implementation within a decentralized multinational corporation (MNC), focusing on how a global strategic directive aimed at enhancing profitability per unit is interpreted and implemented across diverse regional and site-level contexts. The core purpose is to identify critical factors that influence this process, understand their interconnectedness, and derive actionable insights to improve strategic alignment.
Key findings reveal that the interpretation and implementation of the strategic directive are shaped by a confluence of interconnected factors. Foremost among these are the proactive engagement and agency of leaders at all levels, who actively drive sensemaking and translation, and the critical necessity of local adaptation to specific regional and site contexts. Foundational to these are the effectiveness of communication flow and clarity from HQ and the subsequent strategy interpretation by local actors. Other crucial elements, including existing regional maturity, capabilities and culture, the inherent tensions of the decentralized matrix structure, the nature of implementation processes and follow-up, and perceived closeness to HQ, act as significant contextual and mediating variables. These factors are shown to be deeply interconnected, creating a dynamic system where contextual characteristics are critically mediated by leadership engagement to enable effective local adaptation and determine the ultimate degree of strategic alignment.
The thesis concludes that effective strategic alignment in a decentralized MNC is achieved not through enforced uniformity, but by fostering a shared understanding of core strategic intent while actively supporting contextualized local interpretation and execution. Key recommendations for improving alignment include investing in and empowering strategic leadership at all organizational levels, embracing contextualized interpretations, and enhancing multidirectional communication with robust support for local translation. The research ultimately highlights that successful global strategy implementation hinges on balancing central direction with empowered local adaptation. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9198761
- author
- Linde, Johan LU and Broman, Rasmus LU
- supervisor
- organization
- course
- MIOM05 20251
- year
- 2025
- type
- H2 - Master's Degree (Two Years)
- subject
- keywords
- Strategy Implementation, Multinational Corporations, Decentralization, Strategic Alignment, Sensemaking, Local Adaptation, Leadership
- other publication id
- 25/5318
- language
- English
- id
- 9198761
- date added to LUP
- 2025-06-17 16:44:23
- date last changed
- 2025-06-17 16:44:23
@misc{9198761,
abstract = {{This thesis investigates the complexities of strategy implementation within a decentralized multinational corporation (MNC), focusing on how a global strategic directive aimed at enhancing profitability per unit is interpreted and implemented across diverse regional and site-level contexts. The core purpose is to identify critical factors that influence this process, understand their interconnectedness, and derive actionable insights to improve strategic alignment.
Key findings reveal that the interpretation and implementation of the strategic directive are shaped by a confluence of interconnected factors. Foremost among these are the proactive engagement and agency of leaders at all levels, who actively drive sensemaking and translation, and the critical necessity of local adaptation to specific regional and site contexts. Foundational to these are the effectiveness of communication flow and clarity from HQ and the subsequent strategy interpretation by local actors. Other crucial elements, including existing regional maturity, capabilities and culture, the inherent tensions of the decentralized matrix structure, the nature of implementation processes and follow-up, and perceived closeness to HQ, act as significant contextual and mediating variables. These factors are shown to be deeply interconnected, creating a dynamic system where contextual characteristics are critically mediated by leadership engagement to enable effective local adaptation and determine the ultimate degree of strategic alignment.
The thesis concludes that effective strategic alignment in a decentralized MNC is achieved not through enforced uniformity, but by fostering a shared understanding of core strategic intent while actively supporting contextualized local interpretation and execution. Key recommendations for improving alignment include investing in and empowering strategic leadership at all organizational levels, embracing contextualized interpretations, and enhancing multidirectional communication with robust support for local translation. The research ultimately highlights that successful global strategy implementation hinges on balancing central direction with empowered local adaptation.}},
author = {{Linde, Johan and Broman, Rasmus}},
language = {{eng}},
note = {{Student Paper}},
title = {{Global Strategy, Local Words: Navigating Interpretation and Implementation in Decentralized MNCs}},
year = {{2025}},
}