Managerial interplay: linking intent to realized strategy

J.I. Canales, B. Wooldridge

Research output: Contribution to journalArticle


The article presents a case study which compares patterns of managerial interactions across six Spanish business enterprises to inductively construct a theory on how managerial interactions affect the content of realized strategy. The authors chose to use a qualitative method to develop an understanding of what determines the realization of strategic intent.

Original languageEnglish
Pages (from-to)1-6
Number of pages6
JournalAcademy of Management Proceedings
Issue number1 (Suppl.)
Publication statusPublished - Aug 2009

Fingerprint Dive into the research topics of 'Managerial interplay: linking intent to realized strategy'. Together they form a unique fingerprint.

  • Cite this