Organizational strategy making and first-line manager challenges: A building and dwelling perspective

Abstract

This study explores challenges experienced by first-line managers as strategy makers and particularly how these relate to converting strategic goals into reality within organizational front-line contexts. Using Heideggerian building and dwelling perspectives as a conceptual foundation, the first-line managers` role as organizational strategy makers are explored. A building perspective implies deliberate strategy making based on goals usually determined by upper- level management. From a dwelling perspective, on the other hand, strategy making is carried out non-deliberately by actors immersed in a relationally constituted nexus of social activity, as practical coping. The study reveals challenges related to facilitation of practical coping within organizational front-line contexts as dwelling contexts requiring a balancing of strategic and operational leadership behaviors. Implications for the leadership of organizational strategy making are elaborated.