Sistemas experimentales para aplicar campos axiales 2.4.2 Sistema experimental para aplicar campos en el plano

The overall contribution and result of the thesis have been summarized in the evaluation framework. The framework was developed in a sequence of steps, as described above, going through theoretical review, comparative study and a case study. The recommendations regarding what actions Skanska needs to take are presented in the next chapter, but the aim of this discussion is to present ideas of a more generalized character, of how multidivisional corporations can utilize the findings and the implications of the developed framework. The applicability of the contribution and thus relevance of the result for other companies are presented below, but first the evaluation framework is presented.

9.2.1 THE FRAMEWORK

The purpose of the master thesis was to develop a framework for evaluating what should be the contribution of an organizational level in the strategy process in multidivisional corporations. The theoretical review suggested a framework based on four areas, for evaluating what should be the contribution of an organizational level in the strategy process in multidivisional corporations. The areas of the framework were: Organization, Concretization, Roles and responsibilities and Communication. Each of the areas of the framework corresponds to a research question and this division between the areas has presented the main frames for the presentation of the findings and the analysis throughout the thesis. This was visualized through the matrix representation of the framework, in which each area can be followed from research question, to theoretical hypothesis, through verification of the hypothesis with practical examples from the comparative study. The final evaluation framework is presented in Figure 30.

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Figure 30 The evaluation framework

What the evaluation framework is communicating is that the cortex in answering the purpose is the organizational structure, which should be structured in accordance to the synergies which the company seeks to gain through the strategy process. To support this, the possibility of creating synergies and what the possible gains are should be compared with the cost of pursuing it. In the pursuit of synergies, through coordination and centralization of decision making there needs to be a balance between the need for autonomy in the individual organizational units compared with the control exerted by the levels above. Finding the balance of the two first steps can come from looking into the third step, focus. Focus implies that the scope of each level in the strategy process should be limited. Possibilities for focus should therefore be investigated, avoiding overload in the process and raising performance at the level. Moreover, the value contribution of each level should be clear and clearly stated. Further, the degree of formalization of the decision roles within the organizational level should be determined, to find out if there is a potential to raise performance by assigning clear decision roles. The strategy should finally be visualized to facilitate successful communication in the strategy process.

9.2.2 RELEVANCE OF THE RESULTS FOR OTHER COMPANIES

To investigate what the contribution of each organizational level should be in the strategy process the authors created a framework. It is believed that this framework can be applied at other multidivisional companies too, that are faced with the same problem of having a vague and unclear level in the strategy process. This is since the framework was developed through

THE EVALUATION FRAMEWORK

The contribution of an organizational level in the strategy

process

Structure the organization and the strategy process in accordance to the synergies the

company seeks

Compare benefits and cost of synergies

Balance the need for autonom y and control Lim it the scope through

focus on each level

Clear value proposition – determ ine the value contribution of each level

Visualize the strategy Determ ine the degree of

formalization in decision roles

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not only a case study, which has low possibilities for generalization, but also through a comparative study. In this way relevance for other companies was raised. In order for other companies to understand the case specific conditions at Skanska were the strategy process at Skanska described in a more detailed level than the other companies.

The analysis of the comparative study resulted in verification of the hypotheses from the theoretical review, and additions were made where the empirical study could identify needs to adopt the theories to reality. By this, it can be argued that a part of the contribution of this thesis is in form of a replication of the findings of the previous researchers, in the way that their findings were proven applicable to other contexts than the context they were first developed within. The contribution of the thesis is further in the proposed, case specific adjustments that have been made when adopting the theories to the context of Skanska, through the answers to the research questions.

Additionally, during the research an aim emerged to spread knowledge between strategy professionals in Sweden. This was based on the impression of the researchers that shared knowledge and experiences between these professionals could be of benefit to the Swedish industry. Many of the professionals that were encountered during this study sought some kind of exchange of ideas with strategy professionals from other companies and there seems to be an increasing need for this type of interaction. Networks for strategy professionals can be useful for sharing experiences among people in a similar role, regardless of the industry that the individual is active within. Therefore, this study have tried to deliver a high level of detail and accuracy about the companies involved in the study, with the hope that even if the importance of the single detail passed the researchers by, it might have a stronger meaning for the trained eye. A suggestion on how this can present a value is to serve as a basis for discussion during strategy network interactions.