This study examines the impact of strategic orientation (defined using the Miles and Snow’s paradigm) on the processes of strategic decision-making and organisational design in medium-sized firms (MEs) operating in the Italian family Food and Beverage industry (F&B). It answers the following research questions. Does the orientation toward market development lead to (1) different strategic formulation styles? (2) developing innovative approaches towards organisational design? The study is based on five cases of Italian family MEs operating in the F&B industry with a focus on premium segments following the Mediobanca and Unioncamere criteria. The strategy formulation process and the organisational design are affected by strategic orientation, highlighting the relevance of the “prospector” orientation in modifying the behavioural models among the selected companies. The limitations concern the number of examined case studies and the geographical location of firms. The attitude to plan and develop new organisational designs is required by a more “prospector” strategic orientation due to the increasing level of work complexity and the process of innovation to manage the market share. Thus, the emergence of a prospector attitude must be reinforced with specific managerial competencies and suggested as necessary support for development strategies. This study focuses on strategic and organisational profiles of MEs operating in the F&B context, where literature is still fragmented. It explores the relationship between strategic orientation, strategic formulation, and organisational design by analysing all constructs simultaneously, thereby bridging the theoretical gap in the existing literature.

Does strategic orientation influence strategy formulation and organisational design in Italian medium sized enterprises? The role of the family

Lara Penco;Teresina Torre;Roberta Scarsi
2019

Abstract

This study examines the impact of strategic orientation (defined using the Miles and Snow’s paradigm) on the processes of strategic decision-making and organisational design in medium-sized firms (MEs) operating in the Italian family Food and Beverage industry (F&B). It answers the following research questions. Does the orientation toward market development lead to (1) different strategic formulation styles? (2) developing innovative approaches towards organisational design? The study is based on five cases of Italian family MEs operating in the F&B industry with a focus on premium segments following the Mediobanca and Unioncamere criteria. The strategy formulation process and the organisational design are affected by strategic orientation, highlighting the relevance of the “prospector” orientation in modifying the behavioural models among the selected companies. The limitations concern the number of examined case studies and the geographical location of firms. The attitude to plan and develop new organisational designs is required by a more “prospector” strategic orientation due to the increasing level of work complexity and the process of innovation to manage the market share. Thus, the emergence of a prospector attitude must be reinforced with specific managerial competencies and suggested as necessary support for development strategies. This study focuses on strategic and organisational profiles of MEs operating in the F&B context, where literature is still fragmented. It explores the relationship between strategic orientation, strategic formulation, and organisational design by analysing all constructs simultaneously, thereby bridging the theoretical gap in the existing literature.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11567/985784
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