Strategic Change Process in Practice: Four Case Studies in Kosovo

Abstract

Purpose: Strategic change from the perspective of strategy as practice (SAP) is an interactive and complex process entangled in the macro and micro environment, especially in the international business context. This paper explores the process of organizational strategic change in four financial companies with foreign and domestic ownership in Kosovo. Methodology: The study uses strategy as practice approach and grounded theory methodology (Charmaz, 2006) to examine the process of strategic change and to provide insights of change management in context. Results: The study proposes 5 stages of change: experiencing crisis, diagnosing the organization, shaping the change strategy, communicating the change strategy, and implementing and stabilizing change. The results show that strategic change models should be adapted based on the context of change and other organizational contents such as type of organization, industry, type of crisis, organizational culture and other factors aligned with the need for change. Value: The results add a constructive discussion to the field of strategy as practice and the international business research area, highlighting the importance of culture integration, communication and new practice stabilization through the understanding of the local culture and tolerance on the part of international companies including M&A firms.

Keywords

• strategy as practice
• financial institutions
• kosovo
• strategic change
• processes and practices
• organizational context
• foreign ownership