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.
Canales, J. I., & Wooldridge, B. (2009). Managerial interplay: linking intent to realized strategy. Academy of Management Proceedings, 2009(1 (Suppl.)), 1-6. https://doi.org/10.5465/AMBPP.2009.44270115