Strategy, Process and Control: Theorizing the Integration of Functional Strategy and Performance Measures

Abstract

Due to increasing significance of business model innovation and ongoing difficulties encountered in implementing formally developed strategies, there is a compelling case for studying the functional strategy processes from fresh perspectives. This research intends to examine the significance of alternative forms of functional strategy process and organizational context and to explore how they are related to operational performance. The survey-based study will be administered via an online questionnaire. Sample data will be taken from Canadian manufacturing sector and the analysis will use basic and advanced statistical techniques (including factor analysis and regression/path analysis) to examine the co-relations and possible causality between strategy process, context and performance constructs. The findings will make contribution to strategic management theory by way of validating an empirically-based alternative model of functional strategy. This deeper understanding of functional strategy processes, context and performance will, in turn, help organizations to study effective types of functional strategy process under a given set of circumstances and develop functional capabilities that will support chosen strategic priorities to stay competitive in the market under specific and changing organizational contexts.