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

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.

Yes / Adopting digital technologies in different organisations has become a trend over the last decade, yet our understanding of the impact of digital technologies on strategising is fragmented and unclear. To address this gap, this paper reviews existing research on the intersection between digital transformation and strategic management. Specifically, the aim is to explore how the digital context changes strategising. Based on a systematic review of empirical evidence from 163 journal articles, we showcased the manifestation of strategising in the digital age in terms of strategic practitioners, practices and praxis. Consolidating these findings, a typology of strategies in the digital age is developed and discussed, showing the interplay among changes in Strategy-as-Practice parameters. This framework contributes to providing clarity in strategic scenarios of digital transformation and identifies various strategic directions and actions. Overall, we argue that although digital transformation has created additional strategic options, it has yet to change the underlying assumptions of strategising in firms. / The full-text of this article will be released for public view at the end of the publisher embargo.

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.

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)

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)

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-08-23T12:33:14Z No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) / Made available in DSpace on 2016-08-23T12:33:15Z (GMT). No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) Previous issue date: 2016-06-28 / 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.

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)

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)