Dynamics of after-sales managers’ strategizing work: What, why and how

Thommie Burström*, Timothy L. Wilson, Joakim Wincent

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

6 Citations (Scopus)


The strategizing work of After-sales managers is understudied. This paper therefore investigate how after-sales strategies actually come about in early phases of product development. The study builds on three month observations and 68 interviews. This paper studies a radical vehicle platform project where the participating organizations organized product development through cross-functional project teams. First, this paper penetrates the “black box” of activities that after-sales managers must avail themselves, and the strategy work that after-sales managers perform in practice. Second, we develop a framework explaining and defining the dynamics of after-sales strategizing work. Third, we develop a process model capturing the activities of after-sales strategizing process. Four, after-sales has been given a marginal role in strategy and strategizing. This paper therefore contributes to the strategy-as-practice research stream where we show and elaborate upon the mechanisms in the dynamics of strategy work.
Original languageEnglish
Peer-reviewed scientific journalJournal of Business Research
Pages (from-to)119-131
Number of pages12
Publication statusPublished - 20.01.2020
MoE publication typeA1 Journal article - refereed


  • 512 Business and Management
  • strategy
  • after-sales
  • radical
  • platform
  • projects
  • development

Areas of Strength and Areas of High Potential (AoS and AoHP)

  • AoHP: Strategic and entrepreneurial praxis


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