Dissertations / Theses on the topic 'Strategising'

The world in which organisations operate is undergoing radical transformations. Traditional strategy formulating techniques have become continuously more inadequate to develop robust strategies that are sufficiently agile to sustain the longevity of organisations in the modern business environment. Adding to this conundrum is the fact that over the past decade information and communications technology (ICT) has gained prominence as a key contributor that is revolutionising the ICT landscape through the rapid pace of innovative ICT products and the manner in which organisations conduct business in reaction to these ICT innovations. As an ostensible choice, managers are relying on ICT adoption as a means to close the gap that may exist between the organisation and its environment. The challenges facing managers include understanding the critical ICT adoption factors, identifying the priorities placed on ICT adoption factors by different levels of management and determining the factors that influence decision-makers in their selection for ICT adoption. In short, the challenge for managers is understanding the practical dynamics involved in strategising for ICT adoption. Strategy-as-practice (s-as-p) is ideally suited to address this challenge because it focuses on the micro-activities of individuals within organisations and exposes how their daily activities contribute towards strategising. Thus, s-as-p formed the framework for this study’s research. This study focuses on an individual case organisation and produces insight into the strategising activities of ICT adoption. The data-gathering instrument was in the form of an online questionnaire sent to the various levels of management and to individuals fulfilling organisational positions that contribute to decision-making. Three hundred and fifty two (352) respondents completed the questionnaire successfully. This study investigates, applies and tests the ICT adoption factors within the case organisation. This study’s empirical findings indicate that job context, levels of management, qualifications and managerial views all influence management’s ability in strategising for ICT adoption. The study contributes towards the s-as-p body of knowledge in confirming that significant information can be obtained by focusing on the micro-activities of aggregate individuals, and reveals how this information may contribute towards developing robust strategies by empowering decision-makers with an intimate understanding of their organisational operations.
Thesis (PhD)--University of Pretoria, 2013.
gm2015
Business Management
PhD
Unrestricted

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
AFRIKAANSE OPSOMMING: Aangesien dit in praktyk erken word dat strategie ‘n natuurlike komplekse saak is, is die relevante strategiese prosesse en aktiwiteite binne organisasies ondersoek, met die doel van die studie om dieper begrip te verkry van die strategiese rolle wat lei tot die formulering en uitvoering van die strategie. Daar word bevind dat mededingende voordele gevind word uit unieke strategiese prosesse binne die organisasie, wat weer afhanklik is van spesifieke faktore, gedrag, redevoering en kommunikasie, asook op die vlak van verdeelde strategiese verstandhouding binne die organisasie. Die finansiële dienste industrie in Namibië vorm die fokus van hierdie studie. Finansiële dienste maatskappye word geag as gewaagde, hoogs komplekse instansies, as gevolg van die verskeidenheid ontasbare produkte en dienste wat hulle aanbied. Die besigheidsmodelle wat aangewend word, het ontwikkel in hoogs gesofistikeerde prosesstelle wat gewigtige beleggings in tegnologie en besigheidssisteme vereis. Capricorn Investment Holdings (CIH) is as praktyk studie gebruik om ondersoek in te stel na die mikro-strategie en leiding binne die finansiële dienste industrie in Namibië. Vir die rede is die fokus op die bankwese (Bank Windhoek) en versekerings maatskappye (Welwitschia Nammic Versekerings Makelaars en Santam Namibië). Bank Windhoek, Welwitschia Nammic Versekerings Makelaars en Santam Namibië is dogtersmaatskappye van CIH. Daar is baie voordele verbonde aan die ondersoek van die beplanning van die mikro-strategiese perspektief, soos deur beide die dinamiese en die nagevolge van die strategie aksie te beklemtoon, terwyl daar vergunning gemaak word vir ‘n baie beter begrip van die veelvoudige faktore wat die strategiese prosesses beinvloed. Hierdie sluit in sosiale, politieke en ekonomiese samehang waarin strategiese aksie plaasgevind het. Die hoofbevindings van hierdie studie is dat strategiese prosesse minder gestruktureerd is by groepsvlak, as in die dogtersmaatskappye. Die kultuur van die organisie, insluitende die gedrag en optrede van die leiers, bepaal die strategiese dink vermoeë van die werknemers. Verder bewys die bevindings dat strategiese bekwaamheid sterker is by die leierskap vlak en dat bekwame maatskappye waarskynlik meer belanghebbendes sal insluit in die formulering van hul strategie. Die bevindings stel ook voor dat daar ‘n behoefte is om instinktiewe benaderings-praktyke tot die strategie ontwikkeling in te sluit. Ten laaste, formele beplannings prosesse oortref die interaksies waar strategie ontwikkel is, deur informele gesprekke en besprekings.
ENGLISH ABSTRACT: Since it is recognised that strategy-as-a-practice is an inherently complex affair, the relevant strategic processes and activities within organisations were explored, with the purpose of the study being to gain a deeper understanding of the strategising roles that lead to the formulation and implementation of strategy. It was found that competitive advantage comes from unique strategic processes within the organisation, which, in turn, depend on specific actors, behaviours, discourse and communication, as well as on the level of shared strategic understanding within the organisation. The financial services industry in Namibia formed the focus of the study. Financial services companies are regarded as risky, highly complex institutions, because of the mostly intangible products and services they offer. The business models they employ have evolved into highly sophisticated sets of processes that require heavy investments in technology and business systems. Capricorn Investment Holdings (CIH) was used as a case study to examine micro strategy and strategising within the financial services industry in Namibia. Focus was therefore placed on banking (Bank Windhoek) and insurance companies (Welwitschia Nammic Insurance Brokers and Santam Namibia). Bank Windhoek, Welwitschia Nammic Insurance Brokers and Santam Namibia are subsidiary companies of CIH. Examining strategising from the micro strategic perspective has many advantages, such as highlighting both the dynamics and the consequences of strategic action, while allowing for a much richer understanding of the multiple factors that influence strategic processes. These include the social, political and economic contexts within which strategic action has occurred. The main findings of this study are that strategising processes are less structured at group level than within the subsidiary companies. The culture of the organisation, including the behaviours of leaders, determines the strategic thinking capabilities of staff. Moreover, the findings show that strategising capabilities are stronger at leadership level and that mature companies are likely to involve more stakeholders in the formulation of their strategy. The findings also suggest that there is a need to include intuitive approaches in strategy development. Lastly, within CIH formal strategising processes outweigh those interactions where strategy is developed through informal talks and discussions.

Management consultants experience numerous hindrances to the successful completion of strategy projects. Hindrances create an inability to strategise and are the result of inability preconditions. These preconditions accumulate into liabilities that not only limit the management consultant's ability to earn economic rents, but also that of its clients. Liabilities are rooted in the resource-based view and stem from previously identified liabilities such as the liabilities of newness and legitimacy. The consequences of unmitigated liabilities in the process of strategising are, however, not limited to the loss of economic rents. Unmitigated strategising liabilities will further result in prolonged competitive disadvantage. Combined, these consequences transform the liabilities into a strategic liability for the management consultant's client, which could bring about business failure. While academic literature is full of articles investigating the consultant–client relationship, it remains silent on the liabilities or hindrances faced by management consultants during the strategising process. Considering that these liabilities are effectively costing organisations billions of US dollars; can be regarded as strategic liabilities; have not been investigated by academia; and fall within both Domain H and Domain G of Strategy-as-Practice research that has been earmarked as future directions in this field, it is critical to identify, understand and mitigate the liabilities that consultants are most likely to encounter in the process of assisting organisations with strategising. The primary objectives of the research that informs this dissertation are to:

• Identify liabilities that consultants face during the strategising process;
• Determine interrelationships between the relevant liabilities;
• Identify possible mediating and moderating factors associated with the relevant liabilities;
• Determine to which extent the relevant liabilities are experienced by consultants;
• Develop a conceptual framework for mitigating the liabilities

The research that informs this dissertation was undertaken from a Strategy-as-Practice perspective and is presented in three research articles. The first research article is based on research that set out to establish a theoretical baseline for the two subsequent articles. It endeavoured to identify and present a theoretical management consultant liabilities framework through the combination of an integrative literature review procedure and the systems approach. Semi-structured interviews were subsequently conducted to determine the practical relevancy of the theoretical liabilities framework which resulted from the first article. Snowball sampling was used and a saturation point was reached after 17 semi-structured interviews were conducted with practising consultants. The results of this research informed research article two. The research on which this dissertation was based contributes to the accumulation of Strategy-as-Practice knowledge. Used correctly, the resultant framework could reduce the number of management consultants with an inability to strategise successfully.
Dissertation (MCom)--University of Pretoria, 2012.
Business Management
unrestricted

This thesis investigates the agency of accounting in strategising in a global network of practice. It problematises the ostensive tendency to 'black-box' the making of strategy and uses a field study to investigate how accounting makes people 'act' and strategise. Research methods include semi-structured interviews, reviews of business documents, and participant observations. Paper one develops a theoretical frame (Latour, 1986) to discuss the extant accounting-strategy literature. The frame encourages scholars to study accounting-strategy as 'relations' (performative) rather than 'objects' (ostensive) and illustrates how this may be done, also raising research questions to this end. Paper two finds that accounting templates and financial targets translate strategy in three ways, through visualisation, structuring and seduction. It confirms extant literature on surveillance and control, but also shows how financial targets have the power to seduce people and expand activity. Financial targets bring out a sense of adventure in people, an appetite to explore foreign lands and imagine a 'better' future - a sort of play/dream mode, which result in an expansion of activities. Paper three finds that also accounting time, rhythms and routines have agency in strategising. Whilst these invisible actors are hard to see with the human eye, they still 'act'. They stabilise strategy in local sites, yet also give rise to 'tinkering' and 'experimentation', which in turn result in new strategies (some of which come to travel the global network). It also finds that accounting arouses strong emotions in people. Economic incentives are not all; people strategise because of a desire for love and recognition, besides fear of dismissal. Both empirical papers bring out the tension of the agency of accounting. On the one hand, accounting narrows the range of possible options. It enables surveillance from a distance and has the potential to degrade people into an appendix of a process. Yet, on the other hand, accounting encourages reflexivity and sparks imaginations of 'better' futures, thus expanding activity. This study introduces an alternative perspective on accounting controls, one that recognises their 'hooking' power as lying with their 'indefiniteness of being' and their expanding potential.

With the rise of digital technologies that have disrupted standard business models and created a new level of competition in the market, the need for digital business strategising that shapes the future of organisations and achieves digital transformation is high on the agenda of most firms. The added complexity of uncertainty in the regulatory environment regarding financial products and services, regulation of digital platforms and ongoing financial regulatory changes based on macro-economic turbulence, makes for a complex external environment within which businesses need to effectively compete and achieve performance targets. A qualitative, interpretive case study of a South African based global organisation is undertaken to explore and understand how organisations navigate the macro-environmental landscape while forging a digitally transformed future. The research uses thematic analysis to extract themes in the data collected from both IT and business leaders as they navigate the path of transitioning from traditional to digital business models in the context of regulatory uncertainty. The study provides insight into what is required for firms to achieve digital transformation, and demonstrates the influence that regulatory uncertainty has on the digital business strategising process of a firm. A conceptual model is developed that reflects the key drivers of digital transformation to achieve digital maturity and competitive advantage, and also represents the external influencing factors of regulatory uncertainty. The findings reveal a shift to a more tactical, combined top-down, bottom-up strategising practice with reliance on dynamic capabilities, strong leadership and innovation to overcome challenges of regulatory uncertainty.

For over a decade, the Saudi government has been actively promoting a privatisation strategy for Saudi sport clubs as part of ongoing wider policies aimed at stimulating the national economy through the privatisation of various economic sectors. Other ‘declared’ underlying objectives of the privatisation plan include reducing direct government spending, diversifying sources of income and increasing efficiency through greater involvement of the private sector. However, despite multi-millions of investments and years of political rhetoric, the progress made to-date has been very limited. This study adopts a theoretical framework based on the three key domains of strategising (i.e. the 3Ps) (e.g. Whittington, 2006; Jarzabkowski and Spee, 2009). Strategising differs from conventional strategy in that it regards strategy work as a pattern in a stream of goal-directed activity (Johnson, Melin, & Whittington, 2003; Jarzabkowski, 2005; Whittington, 2006). The deployment of the strategy-as-practice research agenda is recent and limited in sport management research, and empirical type of studies are noticeably scant. Hence, this study addresses part of this existing gap. On a practical level, the study puts forward policy recommendations towards enhanced understanding of strategising dynamics within sport organisations. Through holistic, embedded multiple-case study research design, comprising a sample of eighteen case studies, this study addresses the relationship between strategy and strategising through all phases of the strategy journey. In particular, the study aims to reveal how strategising practices are manifested in the strategising work around the privatisation of Saudi sport clubs and evaluate the various strategising actors’ roles at macro, meso and micro levels. The main findings are reported along two broad levels, firstly in terms of the three domains of strategising, and secondly with regards to the key patterns of strategising. Consistent with the predictions of theoretical framework, overall findings provide strong evidence for the key role played by the 3Ps and their strong interconnectedness within the overall dynamics of the strategising activity system. The second level of findings documents the dominance of the procedural type of strategising, which is mainly enacted through the widespread use of long-established formal administrative practices that came to typify centralised policymaking in Saudi Arabia. These findings are not surprising and are entirely consistent with existing evidence (for example, Jarzabkowski, 2003; Whittington, 2003) when considering the high levels of ‘embeddedness’ and ‘persistence’ of this type of strategising within the wider functioning and organisational culture of these entities. Hence, various facets of this prevailing situation could be seen as a the major obstacle in the face of any attempt to successfully introduce new ways of organising and strategising within the Saudi sport sector in general, and the sport club privatisation policy in particular.

This thesis is concerned with strategising in the context of genuine relations. Every- day family interactions, and their related strategic outcomes for the family business are in focus. Through an interpretative, in-depth study of three second- generation family businesses the thesis explores strategising based on the paradox of identity, i. e. family members’ simultaneous needs for separation and belonging, inherent in the family system. The interplay of these needs ascribes two extended meanings to the businesses, business as a means of individuation, and business as an extension of the family and its core values. These meanings render the family businesses a dynamics with mutually reinforcing implications for the individual and the organisation, conceptualised as concern-based individuation, and focused strategic renewal. These concepts give an understanding of strategising as originating in family interactions. To sustain focused strategic renewal over time, the family business is required to meet the inherent challenges of role transition, i. e. the exit and entry of roles. For family members, the enactment of top management roles in the family business seems to be an important means of fulfilment of the needs of separation and belonging. Unless this is recognized and taken into consideration, role transition is likely to be more difficult, and even shunned. As a consequence, strategic renewal might be impeded. The thesis emphasises the inherent social character of role transition processes, and puts forward role clarification as a central means of facilitating the exit and entry of roles. Understanding the interactive dimension of strategising in the context of genuine relations requires an in- depth understanding of the interplay between the individual, the group, i. e. the family, and the organisation.

As leaders of small and medium enterprises (SMEs), strategic leaders are responsible for strategising, the approach to which is influenced by their cultural paradigm. The effects of this strategising are manifested in the day-to-day activities of these leaders. This study aims to build an understanding of the shared cultural assumptions of strategic leaders in agri-based processing SMEs and how these assumptions affect the strategising activities that are adopted when addressing critical incidents related to the internal integration and external adaptation of the SME. Using Strauss and Corbin‟s (1990) grounded theory method, this study develops a theory titled Conveniencing the Family in Business, which is induced from critical incidents. A sample of critical incidents was gathered from 44 qualitative interviews conducted with strategic leaders of various agri-based processing SMEs operating in Malawi. This study found that strategic leaders display persistent and stable pragmatic business survival mind sets, but dynamic cultural assumptions about relationships with organisation members. The cultural influence of these assumptions is manifested in two distinctive and alternative processes making up the theory of conveniencing the family in business. These are the humanising and commodifying of relationships with organisation members, and they are evident in hostile and friendly business environments, respectively. Humanising of relationships with all members of the organisation builds and capitalises on inclusive, organisation-wide social capital that secures the future of the business. On the other hand, commodifying of relationships with non-family organisation members weakens collective support, which becomes mainly dependent on family and friendship ties. Thus, commodifying of relationships serves to perpetuate the close integration of business activity and family requirements to ultimately convenience the family in business, and represents the desired modus operandi of strategic leaders. As strategic leaders of SMEs have not yet conceptualised this, providing them with the conceptual theory developed here may be helpful towards a consistent re-orientation of the internal organisational support in a way that does not exclude but rather harnesses the wider solidarity of organisation members. The process explained by this theory is iterative, dynamic and distinguishes patterns of relationships amongst organisation members, which either enhances or compromises their collective support for the leaders and the enterprise. This by implication affects the performance of the enterprise. The results of this study are discussed from the perspective of social exchange and social capital theory, thereby contributing to the understanding of the strategising activities of strategic leaders, as well as the processes of building or destroying social capital in this type of enterprise.

Pro gradussa keskityttiin strategisen urheilusponsorointisuhteen kehittämiseen yksilöurheilussa Suomessa. Teoriataustan perusteella mielenkiinnon kohteiksi nousi suhdemarkkinoinnin vaikutus strategisessa urheilusponsorointisuhteessa onnistumiseen. Tutkimuksen avulla pyrittiin löytämään vastauksia siihen, miten strateginen yhteistyö yksilöurheilun sponsoroinnissa toteutuu Suomessa, mitkä tekijät vaikuttavat siinä onnistumiseen ja kuinka sitä kyettäisiin kehittämään. Strateginen urheilusponsorointisuhde on moniulotteinen ilmiö. Jotta sitä kyettäisiin paremmin selittämään, tutkimus tehtiin laadullisena tutkimuksena. Tapaustutkimuksen avulla kyettiin löytämään tutkittavalle ilmiölle syitä ja selittämään paremmin ilmiötä itsessään. Empiirinen aineisto kerättiin puolistrukturoidun teemahaastattelun avulla. Haastateltaviksi valikoitui kolme urheilumarkkinoinnin asiantuntijaa, joilla on laajaa omakohtaista kokemusta eri rooleissa toimimisesta urheilusponsorointisuhteissa. Strategisen urheilusponsoroinnin kehittämistä tarkasteltiin sekä sponsorin että sponsoroitavan näkökulmasta. Sponsorin näkökulma on kuitenkin vahvemmin esillä, sillä strateginen päätös urheilusponsoroinnin aloittamisesta pohjautuu lähtökohtaisesti yrityksen tarpeisiin. Työn merkittävin tulos on strategisen urheilusponsorointisuhteen kahden suunnan löytäminen, jossa urheilijan rooli on erilainen. Lisäksi huomattiin luottamuksella ja kommunikaatiolla olevan suuri merkitys strategisen suhteen rakentumisessa. Niiden välillä huomattiin olevan myös vahvaa riippuvuutta. Teoreettisen kontribuution avulla kyettiin luomaan uutta tietoa olemassa olevien teorioiden ympärille.

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UNISINOS - Universidade do Vale do Rio dos Sinos
O presente trabalho apresenta um estudo a respeito da intensidade de participação do Conselho de Administração na formulação estratégica das grandes empresas brasileiras. O mesmo se justifica, principalmente, por ainda haver muita pluralidade e ausência de conclusão em relação a qual o nível ideal de participação do conselho com a estratégia da organização. Além disso, as atuais crises financeiras e empresariais colocam os conselhos como atores da discussão sobre a responsabilidade com a governança da empresa. Para analisar a intensidade de participação dos conselhos na formulação estratégica, se buscou entender o contexto em que as empresas estão inseridas; as características do órgão que favorecem ou dificultam o envolvimento ativo na formulação da estratégia; e as atividades desempenhadas pelos mesmos na formulação estratégica. Esses objetivos foram cumpridos através da vertente qualitativa de pesquisa, que se utilizou de três diferentes formas de coleta de dados: (1) pesquisa documental, principalmente em atas e documentos do conselho; (2) entrevistas em profundidade com presidentes de conselho, conselheiros e expert do IBGC; e (3) observações em reuniões do conselho de administração das organizações participantes. Como campo de pesquisa foram utilizadas as grandes empresas brasileiras, pertencentes aos níveis 2 e novo mercado. Com o estudo, foi possível observar que as empresas cumprem diferentes intensidades de participação na condução da formulação estratégica. Foram analisados alguns aspectos que podem impactar nessa posição como: composição acionária, estrutura de poder, composição do conselho e práticas realizadas pelo mesmo. Por fim, foi definido o perfil de cada empresa estudada em relação ao seu tipo de “strategising”, relacionando com as evidências encontradas ao estudar a estrutura e características de cada conselho. Foi possível constatar, que os conselhos, em geral, apresentam um alto nível de envolvimento com a estratégia das organizações – mas cada uma com as suas lacunas no que diz respeito à condução do processo de formulação estratégica.
The current essay presents a study about the board of director’s intensity of participation in the strategy formulation of the large Brazilian companies. This study can be justified mainly by the fact that still remains many points of views and a lack of conclusion regarding the ideal involvement level of the board concerning the company’s strategy. In addition, the current financial and corporate crisis leverages the boards as protagonists of the discussion about the responsibility with the company governance. To analyze the participation intensity of the board on the strategy formulation, it was sought to understand the context in which the companies operates, the board of director’s characteristics which reflects positively or create difficulties to its active involvement and how the board engages to the strategy formulation in practical terms. Those objectives were reached through a qualitative research, which has used three different data collection ways: (1) documentary research, mostly in the board of directors minute books and its documents; (2) in-depth interviews with chairmen of the board, advisers and IBGC expert; and (3) observations of board of director meetings. As the research field were considered some of the biggest Brazilian companies, belonging to the levels 2 or “new market”, according to the BM&FBOVESPA definition. Along the study, it was possible to observe that the companies comply with different intensity levels on participating or conducting the strategic formulation. Were analyzed some aspects that could impact on this position, such as shareholding structure, power structure, the composition of the board and their practices. Finally, it was defined the profile of every studied company according to its “strategizing” style, relating to the founded evidences while studying their board of directors structure and characteristics. It was found that the board of directors, generally, shows a high level of involvement with the companies strategies – however each one with their gaps regarding the strategic formulation leading process.

Liiketoimintaympäristön nopea muuttuminen pakottaa yritykset etsimään innovatiivisia ja joustavia tapoja vastata kilpailullisiin haasteisiin. Yksi tapa on muodostaa joustavia ja yhteistoiminnallisia liiketoimintasuhteita. Näin muodostettavien verkostojen avulla yritysten on mahdollista saavuttaa strategisia tavoitteita, jakaa riskiä ja ulkoistaa toimintoja. Ne ovat siis strategisesti tärkeitä yrityksille. Tässä tutkimuksessa muodostetaan kokonaisvaltainen kuva verkostojen perustamisesta, niiden toiminnasta ja niiden lopputuloksista. Tutkimuksen näkökulma on verkostojen toimijoissa. Tavoitteena on ymmärtää verkostoja laajasti ja löytää kriittisiä vaiheita, joihin verkostojohtajan tulisi kiinnittää erityistä huomiota. Varsinkin verkostojen alkuvaiheessa erityistä huomiota tulisi kiinnittää avoimen ja luottamuksellisen kulttuurin luomiseen verkostotoimijoiden välille. Tämä tapahtuu ainoastaan intensiivisen vuorovaikutuksen kautta. Verkostojohtamiseen liittyy aina riski siitä, sillä mitä enemmän yksittäinen toimija saavuttaa valtaa verkostossa, sitä vähemmän tehokas ja innovatiivinen verkosto on. Näin ollen verkostosta muodostuu hyvin yksipuolinen ja verkosto menettää sen perimmäisen tarkoituksen, eli yhteisen tiedon luomisen. Tutkimus on toteutettu laadullisin menetelmin. Empiirisen aineiston tapauksena on Octopus-verkosto, joka toimi Oulun alueella noin 10 vuoden ajan ja oli näin ollen harvinaisen pitkäkestoinen ja laaja verkosto. Perehtymällä verkoston sekundaariaineistoon, kuten pöytäkirjoihin, hankesuunnitelmiin ja esityksiin, pystyin muodostamaan aikajanan Octopusin ajalta. Tämän pohjalta haastattelin verkoston eri vaiheista yhteensä 12 eri toimijaa. Tutkimuksen perusteella verkostojen kriittisiä vaiheita ovat mm. toimijoiden valinta verkostoon, verkoston johtaminen verkoston tavoitteiden mukaisesti ja verkoston lopputulosten kriittinen arviointi. Näihin kohtiin tulisi verkostojohtajien kiinnittää erityistä huomiota. Verkostot ovat kuitenkin aina laajoja kokonaisuuksia ja niihin vaikuttavat monenlaiset tekijät, kuten niiden tavoite, niissä olevat toimijat sekä aika ja paikka, jossa ne toimivat.

Tämä opinnäytetyö käisttelee startup-yrityksiä ja niitä tekijöitä, mitkä ohjaavat startup-yrityksen strategista suunnittelua. Startup-yritykset ovat epävarmoissa olosuhteissa toimivia, skaalautuvaa liiketoimintaa etsiviä yrityksiä. Opinnäytetyö käy läpi startup-yritysten skaalautuvaan liiketoimintaan liittyviä haasteita, niin yrityksen sisäisiä tekijöitä kuin myös ulkoisia tekijöitä. Tutkimuksessa avataan myös strategiaa käsitteenä sekä peilataan startup-yrityksen käytössä olevia strategisia vaihtoehtoja olemassaolevaan strategiakirjallisuuteen.

As the information age progresses, people and businesses alike have become accustomed to the convenience that technology brings into our lives. However, in the business world, high failure rates of projects to produce such technological systems have led to depleted profits and are an embarrassment to managers. These pressures have created a cultural gap between business and IT managers. It would benefit both business and IT managers to align the outputs of the IT function with the goals of the organisation and reduce this gap. However, the literature shows that, in the three to four decades that IT has been used in business, managers have been having difficulty in implementing the alignment of business and IT in practice. Therefore, the study began with the general purpose of determining why implementation of alignment is so difficult, and to develop a framework to guide practitioners towards successful implementation of alignment within their organisations. A review of the field of business and IT alignment was done which revealed a rich theory base and that the solution must lie in applying theory to the firm. The review also revealed a very well-established model in business-IT alignment theory; the Strategic Alignment Model (SAM). These findings shifted the main purpose of the study to focus the quest for a business and IT alignment solution to the context of the organisation. In particular, to determine the organisational attributes that could be used to provide a guiding framework for business and IT managers that could lead them to one of the four perspectives of the SAM most suited to their specific organisation. The academic importance of this study is the introduction of the three antecedents of alignment, namely, the role of the IT function, the mode of operation of the IT function and the sourcing option of the IT function. The methodology entails a web-based survey of a case organisation to establish the preconditions or antecedents of alignment. The study further shows how to extract viable focus areas to determine the goals of alignment and how to establish matters of timing between business and the IT function. It is hoped the framework developed, based on contextual information of the organisation, may fill the gap of applying alignment theory to practice.
Thesis (PhD)--University of Pretoria, 2015.
tm2015
Business Management
PhD
Unrestricted

The purpose of this study was to explore the strategising practices of sustainability champions at Transnet, a South African state-owned enterprise (SOE). The study set out to discover what these micro-strategising practices were and what strategic outcomes they had for the organisation at the corporate level of strategy praxis. The problem that this research sought to address was the need for greater progress towards corporate sustainability and the lack of research into the role, contributions and practices of sustainability champions in formal sustainability roles within relatively large organisations. This exploration was carried out in the form of a qualitative single-case study which drew on serial interviews (two per participant) and case documentation as sources of evidence. The data were analysed using Applied Thematic Analysis (ATA) in the CAQDAS software Atlas.ti. The study answered the research questions and found that sustainability champions engaged in seven sets of strategising practices with seven corresponding strategic outcomes. While it was not the intention of the study to develop a conceptual model, the process of synthesising the main findings resulted in a model termed the web of sustainable strategising. The study concludes that sustainability champions are strategists who aid their organisation in the pursuit of corporate sustainability while influencing the direction of macro-institutional arrangements towards sustainable development. These results cannot be generalised, but they are transferrable to similar contexts.
Business Management
M. Com. (Business Management)

Abstracts in English and Southern Ndebele
“We tend to think of the mind of an organisation residing in the … top management …but… [strategic] intelligence is not organised in a centralised structure but much more like a beehive of small simple components… ” Kevin Kelly, (1994: 166283). From the quote above, it is implied that the strategising practices of, among others, top managers, are the ‘small simple components’ that build towards the overall strategy of an organisation. The overall strategy of any organisation directly influences the performance thereof. As strategists, top managers use their thinking styles to influence the new strategic practices they endorse and those that are discarded, thereby impacting the competitive strategy employed by the organisation and ultimately organisational performance. This study investigated the rapport between the strategising practices used by top managers and their thinking styles. Based on a single illustrative case, this study utilised mixed data obtained from of 33 interviews and 79 questionnaires to describe the possible relationship between thinking styles and strategising practises. The results show that at the case organisation, thinking styles of top managers differ depending on the situation in which they find themselves. A possible relationship between thinking styles and strategising practises, at the case organisation, is further implied.
“Se taele go nagana ge monagano we mokhadlo lo o hlala e tulu, mara lehlelo le go hlaganepha le ga bekwa ge Ndlela le ngore esekhathi, mara kgulu go fana ne lekhaya le tenosi le le le gase bodese le lengane.” Kevin Kelly, (1994:166283). Go leso setsopolwe e tulu, era gore tedlela te go hlela, go leto te khona, baphathi ba se tulu, geto tedo te tengane leto te gase bodese le to te akha lehlelo gemoga le mokhadlo. Lehlelo gemoga le mokhadlo o monye na o monye le dlolela e go etene ge tedo. Jene ge bahleli, baphathi ba setulu ba beregesa tedlela tabo te go nagana, go tshwaetja tedlela te tetsha leto ba te vumelago na leto ba te kganago. Ge go eta jalo te thella lehlelo lelo le phalesanago lelo lele beregeswe mokhadlo, e maphellweni na leso mokhadlo o se yetago. Go bala lokhu, go ete gore go be ne go vesesana e khathe ge tedlela te go hlela leto te beregeswa mbaphathi ba setulu ne Ndlela leyo ba nagana gayo. Go beka nnye ye tedlela leto ba te beregeselego, go beregeswe tedaba leto te phoma go 33 ye bado labo be ba butiswa go kereya leso be ba fona go seva ne mebotiso e 79 leyo e hlalosa nkgonagalo ye go talana e khathe ge mehuda ye go nagana ne ndlela leyo go hlelwa gayo. Mephomela e bonesa gore lapho e mekhadlweni, Ndlela ye go nagana ge baphathi ba setulu e ya phabana go ya ge gore ba te kereya ba se sejamweni se se jane. Nkgonagalo ye bodlelwano e khathe ge Ndlela ye go nagana ne lenaneo le le le ladelwago e tedweni te nhlagano, te beregeselwe. Mave e bohlogwa: Bophathi ba setulu, bakgoni be go hlela, baberegi be go hlela, tedlela leto go hlelwa gato, Ndlela leyo go naganwa gayo; go khetha, mekgwa ye go nagana ge botalo, tedlela te go suga endabeni ennye goya go ennye.
Business Management
M. Com. (Business Management)

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required.
Economics
D. Com. (Business Management)

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required.
Economics
D. Com. (Business Management)

Problem statement – The strategic roles and responsibilities of professional middle managers (at a South African university) are not aligned with the accountability and authority required while strategising to effect strategic change. Through an in-depth exploration of practitioners, their practices, behaviour, cognition and emotions during strategising, insights in the development of practical wisdom was gained. Purpose – The purpose of the empirical research study was to investigate how professional middle managers strategise to effect change during strategic change. The study context was a South African higher education institution undergoing internal organisational change. Four main research themes were explored with particular reference to the professional middle manager as a strategic practitioner, namely one who DOES, THINKS, FEELS and REFLECTS. Design, methodology and approach – An explorative and interpretive study was conducted utilising a single case and qualitative research methodology. An interpretative phenomenological analysis (IPA) was conducted, which aimed to explore the rich experiences of the participants and the way they make sense of their personal journeys during the strategic change initiative. Strategy as practice theory was selected as the theoretical foundation for the study. In-depth, semi-structured interviews were conducted, and participants provided self-reflection assessments contributing to a unique data gathering method. Findings – The results suggested the professional middle managers make use of holistic and comprehensive practices to effect change as they strategise during strategic change. Five formal strategic roles were confirmed relevant as enacted by the professional middle managers, i.e. implementing strategies, interpreting and communicating information, facilitating adaptability, downward supporting and upward influencing. In addition, six distinctive practices were identified, namely adapting, effecting change, collaborating, mobilising, peacekeeping and overseeing. v Research limitations and implications – The results of the study cannot be generalised due to the single case methodology; however, key learnings and insights can be utilised. Practical implications – It is recommended that the middle managers’ key performance indicators be aligned with the required accountability and authority required to fulfil their strategic roles while effecting change. In addition, the development of tailor-made training programmes as well as coaching and mentoring is advocated in order to transition adequately into a middle management role.
Graduate School of Business Leadership
D.B.L.

There has been few research studies aimed at investigating strategy in small businesses. The current study sought to contribute to small business management and help small businesses attain success as they are important in any economy. Furthermore to close the gap as a response to the call for research in what people actually do when strategising. The following study explored the strategising practices of small business managers from the accommodation sector and the tools they use when strategising. A total of 12 interviews were conducted during the period 2014-2015 in the Tshwane metropolitan area. The findings of the study show that small business managers strategise although not in the way proposed by literature which may reveal that strategy-as-practice may be more appropriate for small businesses. The findings also show the tools that small business managers use in strategising. The research will serve as a contribution to the current challenges facing small businesses in the practice of strategic management or lack thereof in the managing of small businesses to ensure success.
Business Management
M. Com. (Business Management)

Abstracts in English, Zulu and Southern Sotho
Middle managers are tasked with supporting new initiatives and change, while at the same time experiencing challenges in making sense of the strategic initiative and giving sense to other members of the organisation. This dissonance experienced by middle managers tasked with change informed the topic of the research. The current study explores the strategising of middle managers through sensemaking and sensegiving during a strategic initiative in a single case study within a financial services provider in South Africa. The study seeks to examine the phenomenon through the theoretical lenses of the strategy-as-practice perspective, middle manager perspective and the theory of sensemaking and sensegiving. The study adopted a qualitative-exploratory design which involved collecting data through semi-structured in-depth individual faceto-face interviews. Data was analysed through coding, using thematic analysis and the categorisation and interpretation of common themes. Three main themes emerged from the study which were categorised as middle manager dissonance, middle manager sensemaking and sensegiving actions and middle manager practices in sensemaking and sensegiving. These themes offer insight into middle manager strategising, sensemaking and sensegiving during a new strategic initiative. The study concludes that when the organisation introduced a new strategic initiative middle managers’ knowledge was disturbed. These middle managers experienced various emotions as they were trying to make sense of the changes while giving sense to other members of the organisation. Findings confirmed delays in implementation due to lack of understanding of the change by middle managers. The study also concludes that although middle managers experienced challenges initially, they moved into a task of “selling” the new initiative through sensemaking and sensegiving. Middle managers got involved in various practices such as team discussions and information sharing sessions as they make sense and give sense to other team members. Through this interaction, middle managers aligned others and created common understanding while they influence them through sensegiving. Findings of the current study may offer valuable knowledge to organisations in the financial sector and practitioners tasked with v new strategic initiatives. The study also responds to calls for more research using the strategy-as-practice perspective and the theory of sensemaking and sensegiving.
Abaphathi abasesigabeni esiphakathi banikezwe umsebenzi wokuxhasa imizamo emisha kanye nezinguquko, kanti ngesikhathi esisodwa bahlangabezana nezinselele ekwenzeni imizamo yamasu ukuthi izwakale kwamanye amalungu enhlangano. Le nkinga ihlangabezana nabaphathi abasesigabeni esiphakathi abanikezwe umsebenzi wezinguquko ezinomthelela kwisihloko socwaningo. Isifundo socwaningo siphenyisisa ukusetshenziswa kwamasu ngabaphathi abasesigabeni esimaphakathi ngokuveza umbono ozwakalayo kanye nokunikeza umbono ozwakalayo ngesikhathi kunohlelo lwemizamo yamasu kwisibonelo esisodwa ngaphakathi kwezinhlangano ezihlinzekana ngezimali eNingizimu Afrika. Ucwaningo lunqume ukubukisisa lolu daba ngamehlo omqondo wengqubo yamasu, ngomqondo wabaphathi besigaba esimaphakathi kanye nethiyori yokwenza umqondo uzwakale kanye neyokunikeza umqondo. Uhlelo lwedizayini ehlolisisayo (qualitative-exploratory design) lwamuke lwa, kanti lona lwaluxuba ukuqoqwa kwedatha ngokusebenzisa indlela embaxambili ejulile yenhlolovo yokuxoxisana kwabantu ubuso nobuso. Idatha yahlaziywa ngokuphawula, ngokusebenzisa izindlela zokuchaza indikimba kanye nokwehlukanisa izindikimba kanye nokuchaza izindikimba ezejwayelekile. Kuye kwavela izindikimba ezisemqoka ezintathu ngaphakathi kocwaningo, okuyizindikimba ezehlukaniswe njengokungavumelani kwesigaba sabaphathi esimaphakathi, izenzo zabaphathi abasesigabeni esimaphakathi ezinomqondo ozwakalayo kanye nezinikeza umqondo. Lezi zindikimba zinikeza ulwazi olungaphakathi mayelana nohlelo lokuphatha lwesigaba esimaphakathi ekuhleleni amasu, umqondo ozwakalayo kanye nokunikeza umqondo ngesikhathi sokuhlela amasu amasha. Isifundo socwaningo siye saphetha ngokuthi uma inhlangano yethula isu elisha, ulwazi lwabaphathi besigaba esimaphakathi luyaphazamiseka. Laba baphathi besigaba esimaphakathi bahlangabezana nemizwa eyahlukahlukene ngesikhathi bezama ukwenza izinguquko ukuba zibe nomqondo ozwakalayo kanti ngakolunye uhlangothi lezi zinguquko zinikeze amanye amalungu enhlangano umbono ozwakalayo. Ulwazi olutholakele luyaqinisekisa ukuthi kuye kwabakhona ukubambezeleka ekusetshenzisweni kohlelo ngenxa yokuthi abaphathi besigaba esimaphakathi abazwisisanga izinguquko. Ucwaningo futhi luye lwaphetha ngokuthiyize abaphathi besigaba esiphakathi behlangabezene nezingqinamba ekuqaleni, kodwa bangene emsebenzini “wokuthengisa” imizamo emisha ngokukwenza izinguquko zizwakale futhi zilethe umqondo ozwakalayo. Abaphathi abasesigabeni esiphakathi baye babandakanyeka ezenzweni ezahlukahlukene ezinjengezingxoxo zeqembu kanye nezithangameni zokwabelana ngolwazi njengoba benza umqondo ozwakalayo futhi bebenikeza umqondo ozwakalayo kwamanye amalungu eqembu. Ngalokhu kuhlangana, abaphathi abasesigabeni esiphakathi bahlanganisa abanye futhi bakhe ulwazi olufanayo njengoba bebaguqula ngohlelo lokunikezwa kolwazi. Ulwazi olutholakele locwaningo lwamanje lunganikeza ulwazi olubalulekile kwinhlangano emkhakheni wezezimali kanti nabasebenzi ngezimali banikezwe umsebenzi wokucabanga eminye imizamo yamasu amasha. Ucwaningo nalo luphendula ngokucela ukuthi kwenziwe ucwaningo oluningi ngokusebenzisa umqondo wamasu njengezingqubo kanye nethiyoriyokwenza umqondo ozwakalayo nokunikeza umqondo ozwakalayo.
Batsamaisi ba bohareng ba filwe mosebetsi wa ho tshehetsa merero e metjha le phetoho, empa ba ntse ba kopana le diphephetso tsa ho utlwisisa mekgwa e sebediswang ho fihlela dipheo le ho etsa hore ditho tse ding di utlwisise se etsahalang kgwebong. Ho se dumellane hona ha mehopolo ya batsamaisi ba bohareng ba filweng mosebetsi wa phetoho ke hona ho entseng hore phuputso e etswe ka sehlooho sena. Phuputso e batlisisitse ka mawa ao batsamaisi ba bohareng ba tlang ka oona ka ho tlameha hore bona ba bontshe kutlwisiso ya se etsahalang le ho etsa hore baokamedi ba bona le ditho tse ding di utlwisise, nakong eo ho tluwang ka mekgwa e ka sebediswang ho fihlela dipheo, phuputsong e le nngwe e ithutang ka tsela eo bankakarolo ba palo e nyane ba etsang dintho ka yona phanong ya ditshebeletso tsa ditjhelete Aforika Borwa. Phuputso e hlahloba ketsahalo ena ka kgopolo ya tshebediso ya lewa, ho ya ka mohopolo wa motsamaisi ya bohareng le mohopolokakaretso wa ho utlwisisa le ho etsa hore baokamedi le ditho tse ding di utlwisise se etsahalang kgwebong. Mokgwa wa ho fuputsa e bile wa ho botsa dipotso ka botebo ho fumana dintlha ka botlalo ka ho bokella datha ka ho tshwara diinthaviu tsa molomo le molomo. Datha ena e ile ya sekasekwa ka hloko, e fetoletswe khoutung e sebedisetswang ho e hlopha ho ya ka mookotaba o utlwisisehang. Phuputso e bile le mookaba e meraro e ka sehloohong, e hlophisitsweng ho ya diphapano tsa menahano ya batsamaisi ba bohareng, diketso tsa batsamaisi ba bohareng tse bontshang kutlwisiso ya boemo boo ba leng ho bona le dintho tse etsahalang hore ba kgone ho nka diqeto tse loketseng le diketso bontshang bokgoni ba ho etsa hore baokamedi le ditho tse ding di utlwisise. Mookataba ena e fana ka kutlwisiso mererong e etswang ka hloko, kutlwisisong ya se etsahalang le ho etsa hore ba bang ba utlwisise diqeto tse nkwang nakong eo ho tluwang ka mokgwa o motjha wa ho fihlela dipheo. Phethelo ya phuputso ena e bile hore ha kgwebo e qala ho sebedisa mokgwa o motjha wa ho fihlela dipheo tsa yona, batsamaisi ba bohareng ba a kgathatseha. Batsamaisi bana ba bohareng ba eba le maikutlo a fapaneng ha ba leka ho utlwisisa diphetoho tsena ba ntse ba lokela ho etsa hore basebetsi ba bang ba utlwisisa se etsahalang kgwebong. Ho fihletswe hore moralo ona wa phetoho o dieha ho sebetsa ka ha batsamaisi ba bohareng ba sa o utlwisise. Hape phuputso e phethetse ka hore le ha batsamaisi ba bohareng ba e ba le diphephetso tse itseng ha ba qala, ba qetella ba etsa hore moralo o motjha “o amohelehe” ka hore bona ba bontshe kutlwisiso ya oona mme ba tsebe ho nka diqeto tse tla etsa hore baokamedi le basebetsi ba bang le bona ba utlwisise. Basebetsi ba bohareng ba nka karolo dinthong tse fapaneng tse jwalo ka dipuisano tsa dihlopha tsa tshebetso le dikopanong tseo ho hlahlellanwang ho tsona ha ba ntse ba bontsha kutlwisiso le ho etsa hore basebetsi ba bang ba a utlwisisa. Ka dipuisano tsena, basebetsi ba bohareng ba etsa hore ditho tse ding di be le kutlwisiso eo bohle ba nang le yona ha ba ntse ba etsa hore le bona ba utlwisise. Diphihlelo tsa phuputso ya jwale di ka fa dikgwebo tse leng lekaleng la ditjhelete lesedi la bohlokwa mmoho le basebetsi ba lokelang ho etsa mesebetsi e hlokang tshebediso ya mekgwa e metjha ya ho tlisa phetoho tshebetsong. Hape, phuputso e fana ka karabo tlhokehong ya dipatlisiso tse ding tsa mohopolo wa ho sebedisa lewa le mohopolokakaretso wa ho bontsha kutlwisiso ya se etsahalang le ho etsa hore ditho tse ding di utlwisise.
M. Com. (Business Management)

The purpose of this study was to explore the strategising practices of chartered accountants (CAs) in the South African mining industry. Few studies have dealt with the practical skills CAs employ when they engage in strategising practices and, in particular, a gap could be identified on how CAs engage with strategy tools during strategising. Approximately two thirds of all directors in South Africa are CAs and only 11% of directors who are CAs also hold master‟s degrees in business administration. The question then arises of how do CAs engage with strategy tools during strategising? This study applied key concepts of social practice theory to explore the strategising practices of CAs from a strategy-as-practice perspective. The strategy-as-practice perspective entails studying strategy practitioners within their social constructs. The context of this study was the South African mining industry, a landscape seen as an essential part of the South African economy. An exploratory qualitative research design was applied whereby one-on-one interchanges during individual interviews provided rich, detailed descriptions of how CA strategists use strategy tools when they engage in strategising practices. The social nature of the practices and praxis of strategy practitioners from a strategy-as-practice perspective constantly changes. As such, the current study was conducted from a constructivist paradigm to describe the narrative reality of the strategy practitioners as they engage with strategy tools. The findings of the study portrayed participants as bricoleurs of strategy tools, i.e. craftspeople who adapted and interpreted strategy tools from an accounting perspective to serve the requirements of the situation they face.
Financial Accounting
M. Phil. (Accounting Sciences)

The purpose of this study was to explore how the middle manager implements strategy at a South African government department. This study was conducted in response to the call for more research to be done using the strategy-as-practice perspective to explore the involvement of middle managers in a South African government context with regard to strategy. The current study sought to identify the roles that the middle manager undertakes with regard to strategy implementation, inclusive of the barriers that they face on a daily basis. The study aimed at providing feedback on how the middle managers implement strategy, overcome the barriers they face and some changes that participating middle managers proposed to the current practices in strategy implementation in a government context. A single case study, utilising an exploratory qualitative research design, was undertaken at a government department in South Africa. The data was gathered using semi-structured interviews. The researcher used the interviews to provide rich, detailed descriptions of how strategy is implemented by middle managers. The study portrayed the participating middle managers as playing an integral role as interpreters, communicators and implementers of the strategy within the government context. Findings confirmed that most of the middle managers were not involved in the crafting of the high level strategy of the government department. The participating middle manager fulfilled eight key roles in the implementation of the strategy: leadership role, management role, implementation role, monitoring role, reporting role, supporting role, communication role and information-sharing role. The participating middle managers dealt with many barriers with regard to strategy implementation on a daily basis, such as lack of understanding of government work, monitoring, support, skilled personnel, skill development, funding and information. The participating middle managers were found to be innovative and creative in utilising strategy tools to overcome the barriers they faced. Although these results cannot be generalised but may be transferrable to similar contexts.
Business Management
M. Com (Business Management)

The study responds to calls for research within wider contexts. In particular, it is positioned within the South African non-profitable sector – non-profitable organisations (NPO) – in social care. The non-profitable sector is also called the Third Sector, and this research adopted the strategy-as-practice perspective to explore the strategy in this sector. The study investigates how managers and leaders of these NPOs strategise to sustain their organisations and services in a changing and demanding environment. The survival of NPOs is affected by a range of constraints linked to personnel, finances, resources, volunteering, and continuous increase in demand for social care. These constraints require managers and leaders of non-profitable organisations to devise strategies and practices to ensure success and sustainability. The findings of this study confirm the need for resilience to survive over the long term. The findings indicate that NPOs need to adapt to the external and internal environments constantly. Leadership drives resilience through governance and maintains services that are fit-for-purpose for the ever-changing needs of the society they serve. Adapting practices should react to changes through training and retraining, meticulous reporting to partners and other financiers, and complying with their governing entities by applicable legal statures and strict financial control. Adapting is amongst the most important practices identified through this study. A leadership style that enables sustainability was specifically highlighted. Through semi-structured interviews, the researcher uncovered strategic practices of longstanding NPOs to identify the strategies that contribute to long-term survival. Leaders in different management positions shared detailed descriptions of their practices, which served as the data for this research. The data provided the opportunity to research the strategy from a practical perspective, and were confirmed by secondary documents. Using the strategy as practice paradigm, the researcher identified strategic practices within drivers of value and found them to be contributing toward sustainability. The strategic practices were then organised in themes and assertions toward the theory of sustainability regarding these service organisations. The practices influence the stages of the organisational life cycle in a collective system of practices, leading to identifying a phase within the life cycle that contributes to resilience and renewal to aid survival and sustainability. Implementation strategies in the organisations provide good governance inclusive of reporting adequately. They also provide good leadership to ensure stable personnel committed to working together as a team and establish a culture of fit-for-purpose in service delivery. Most important is adapting towards resilience in the short term and developing resources to provide financial stability.
Business Management