Strategy tools have mainly been conceptualised through a functional perspective, which views tools as passive instruments that aid managerial decision-making. Studies within strategy-as-practice provide an alternative view to this, by arguing that in practice, strategy tools are devices that enable actors to achieve a variety of purposes that transcend the instrumental purposes that dominate mainstream strategy studies. In this thesis, I argue that both views still portray tools as being used instrumentally. In both cases actors are seen to use tools as a conduit through which they may achieve either analytical purposes or more socially related purposes. The common factor across both views is the focus on the intentionality of the managers in using the tools to achieve a certain purpose. Rather than focus on what strategy tools are used for, this thesis explores the other side of the coin by focusing on what strategy tools do. I do so by exploring how the materiality of strategy tools may impact on the strategizing practices of managers during the strategy development process. The aim of the study is to explore the possible performative roles that strategy tools may play during the strategy process and the implications of these roles for the work of strategizing. In this study, tools are viewed as non-human actors – that is, they are not simply conduits that are utilised instrumentally for achieving a variety of purposes in organisations, rather they actively influence the actions and interactions of managers and therefore contribute to the formation of strategy. This inquiry is based on a longitudinal study (2012 – 2015) of the process of strategy making within a large UK financial institution. Focusing on what the members of the Strategy department do during the development and use of a strategy tool referred to as the Horizon scan and tracing the developmental trajectory of the tool throughout the process. The thesis draws on theoretical insights situated at the intersection of economic sociology, the sociology of financial markets and the sociology of technology, more specifically: the notions of performativity and affordances. The methodological approach is qualitative and is based on in-depth semi-structured interviews, direct observations of meetings and workshops and documentary data. The analysis reveals that the strategy tool performed four main interconnected roles which include: enlist participants, reorient temporally, consolidate and persuade. Through performing these roles, the tool shaped the strategizing practices of the strategists in a patterned way, such that the actions and interactions of the strategists reflected the underlying theory within the tool. The findings also reveals that the four roles performed by the tool were underpinned by two main affordances – modular and temporal affordances. Based on the findings, the thesis introduces the concept of an Activation device which refers to strategy tools that instigate or trigger certain actions that result in a co-evolution of the strategy theory within the tool and strategizing practices, where the ‘doing’ of strategy comes to resemble the theory within the tool. The study concludes by presenting a theoretical model of how strategy tools as activation devices shape how strategy is practiced. It therefore contributes to the recent materiality turn in strategy and the nascent literature on performativity in strategy, by reconceptualising the roles of strategy tools and demonstrating empirically, how strategy tools influence strategizing practices through the performative effects they generate.

Previous studies have shown that information regarding competitors has great value for organizations, especially in terms of strategy, making strategic decisions, strategic plans, development of resources, innovation and change, etc. However, most studies tend to investigate competitive intelligence rather than competitor intelligence. Competitor intelligence may be an important factor for organizations to include in their strategy building but too few focus on its impact on such process. Therefore this paper modified one of the strategy tools which are utilized in the strategy building process of organization by including competitor intelligence, with the aim at having a better understanding how competitor intelligence has impact or contribution to the process of strategy building. The modified model shows that with the presence of competitor intelligence, the reliability and feasibility of strategic options are improved to achieve a competitive strategy, which facilitates to enhance competitive advantage and sustainability of the organization.

<p>Many business schools teach the importance of using strategy tools when engaging in strategizing activities. Despite this fact there is an ongoing debate concerning what is taught in business schools and what is actually used in practice. In spite of this debate there has been little research done regarding how these strategy tools are used in practice. This study seeks to address this through the adoption of a strategy as practice perspective which helped to identify what is actually practiced by managers while engaging in strategizing activities. Managers use strategy to respond to complex forces (social, political, economic) in their business environments. However to develop and implement strategy encompasses a full range of strategizing activities such as strategic thinking, strategic analysis, strategic decision making and implementation. Many business schools teach strategy tools are techniques which managers use to structure and influence strategizing activities. Previous research on strategy tools played emphasis on the benefits that can be derived if tools are used in different context. Others have highlighted the frequency of tool usage. Nevertheless, there is a need to make a review what is taught and how strategy tools are used in practice.</p><p>A qualitative study was conducted in two universities through the use of semi structured interviews to gather data. The use of an inductive and interpretivism perspective through a case study helped the researcher identify the context in which events were taking place. The choice of a small yet deliberate sample size was done to focus in on the various levels of management within these universities and to review how strategy tools were used at these levels. After each interview the interviewees were given a list of 15 strategy tools (all of which were taught in the researcher’s masters programme) to identify whether they used any of the strategy tools on the list and if they did how did they use them. It was noted from the empirical data acquired that quite often strategy tools were not always being used for the purpose for which they were taught nevertheless managers were altering components of various tools to meet their individual business needs. Strategy tools were often used to assist in strategic thinking and strategic decision making. Managers’ perception of strategy tools affected the extent to which tools were used and the frequency of usage. While strategy tools were often used for growth and development, communication and persuasion and best practices it was its use in sense-making and evaluation which indicated that there is a need for a greater understanding into how managers make sense of strategy tools. The study answers how strategy tools are used in practice in a university context by giving illustrations and quotations from the various interviewees regarding strategy tools.</p>

Many business schools teach the importance of using strategy tools when engaging in strategizing activities. Despite this fact there is an ongoing debate concerning what is taught in business schools and what is actually used in practice. In spite of this debate there has been little research done regarding how these strategy tools are used in practice. This study seeks to address this through the adoption of a strategy as practice perspective which helped to identify what is actually practiced by managers while engaging in strategizing activities. Managers use strategy to respond to complex forces (social, political, economic) in their business environments. However to develop and implement strategy encompasses a full range of strategizing activities such as strategic thinking, strategic analysis, strategic decision making and implementation. Many business schools teach strategy tools are techniques which managers use to structure and influence strategizing activities. Previous research on strategy tools played emphasis on the benefits that can be derived if tools are used in different context. Others have highlighted the frequency of tool usage. Nevertheless, there is a need to make a review what is taught and how strategy tools are used in practice. A qualitative study was conducted in two universities through the use of semi structured interviews to gather data. The use of an inductive and interpretivism perspective through a case study helped the researcher identify the context in which events were taking place. The choice of a small yet deliberate sample size was done to focus in on the various levels of management within these universities and to review how strategy tools were used at these levels. After each interview the interviewees were given a list of 15 strategy tools (all of which were taught in the researcher’s masters programme) to identify whether they used any of the strategy tools on the list and if they did how did they use them. It was noted from the empirical data acquired that quite often strategy tools were not always being used for the purpose for which they were taught nevertheless managers were altering components of various tools to meet their individual business needs. Strategy tools were often used to assist in strategic thinking and strategic decision making. Managers’ perception of strategy tools affected the extent to which tools were used and the frequency of usage. While strategy tools were often used for growth and development, communication and persuasion and best practices it was its use in sense-making and evaluation which indicated that there is a need for a greater understanding into how managers make sense of strategy tools. The study answers how strategy tools are used in practice in a university context by giving illustrations and quotations from the various interviewees regarding strategy tools.

Bakgrund och problem: Konsultbranschen kännetecknas av en hög omsättning av aktörer. En anledning till att det ständigt alstras nya mindre aktörer till branschen är att den kan vara lukrativ med låga inträdesbarriärer. Men varför försvinner många aktörer lika fort som de kommer upp? Är det en brist på strategi och styrverktyg som ligger till grund för problemet? Kan det bero på svårigheten för småföretag att skapa sig en solid varumärkeslegitimitet, och finns det en möjligt att med hjälp av styrverktyg stärka företagets varumärkeslegitimitet? Fallföretaget som använts i den här studien är ett litet konsultföretag som vill stärka varumärkeslegitimiteten med hjälp av differentieringsstrategi på marknaden. Syfte: Syftet med den här studien är att med hjälp av en egenarbetad utvärderingsmodell utvärdera olika långsiktiga styrverktyg inriktade mot små konsult- och tjänsteföretags. Genom att utvärdera för- och nackdelar för tre utvalda styrverktyg och sedan applicera de på ett litet konsultföretag är förhoppningen att studien kan leda fram till rekommendationer gällande styrverktygens nytta och möjlighet till anpassning. Metod: I metodavsnittet förklaras vilka metodiska val som har använts i studien. En presentation av vilken forskningsansats som författarna har utgått efter förklaras också. Vidare så tydliggörs kritiken mot de källor som har använts i studien samt urvalet av data. Slutsats: Efter att styrverktygen utvärderats med hjälp av en egenarbetad utvärderingsmodell konstaterades det att det inte fanns ett optimalt styrverktyg men att alla innehöll värdefulla funktioner. Emellertid visade analysen att det styrverktyg som var mest användbart utifrån fallföretagets förutsättningar var det balanserade styrkortet på grund av dess multipla användbara funktioner och möjlighet till styrning enligt utvald strategi och mål. / Background and Problem: The consulting branch can be recognized by having a high turnover of operators. One reason for this is that the market can be lucrative with its low entry barriers. But why do many operators disappear as soon as they enter the market? Is it because of a lack of strategy and management tools? Could it be due to the difficulty for small businesses to create solid brand legitimacy, and is there a possibility to strengthen it by using management tools? The company used in this study is a small consulting company that desires to strengthen their brand legitimacy with the aid of differentiation strategy in the market. Purpose: With the help of a self-made evaluation model, the purpose of this study is to evaluate different long-term management tools geared towards small consulting and service companies. By evaluating the pros and cons of the three selected management tools and then apply those at a small consulting company, an expectation is that the study could lead to recommendations regarding the management tools benefits and possibilities for adaption. Method: In the methodology section the methodological choices of the study are explained. There is also a presentation of the research approach that has been used. Furthermore, the selection of data and the criticism of the sources used in the study are discussed. Results and conclusion: After that the management tools had been evaluated using the evaluation tool, it was found that there was no optimal management tool but that they all contained valuable features. However, the analysis showed that the management tool that was most advantageous based on the company’s prospects was the balanced scorecard because of its multiple useful features and its ability to control according to the company’s strategy and goal.

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 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)

Made available in DSpace on 2016-06-02T19:50:09Z (GMT). No. of bitstreams: 1 3161.pdf: 4637531 bytes, checksum: 4c53d765063e54a9fc0993350014649e (MD5) Previous issue date: 2010-06-18 / Financiadora de Estudos e Projetos / The complexity assigned to the strategy term has been largely discussed in the literature. The large amount of theoretical contributions to this issue, brought by several knowledge areas; the different tools proposed by academicians and consultants to operationalize its concepts, the plurality of actors that play their roles inside the organizational field are just some examples of the building blocks of such complexity. Also relevant to this discussion is the movement named Strategy as Practice , initiated by European researchers in order to bring a sociological focus to organizational strategies, considering them as something a company does instead of something a company has. Thus, the main goal of this thesis is to identify and compare how Brazilian companies actually practice their competitive strategy, and to what extent/in which way such practice is aligned with the main firm s idiosyncratic variables and with their competitive environments. In order to achieve such goal, this work took advantage of a mixed research method, with a survey with companies listed on Brazilian Stock Exchange and six case studies. Concerning industry perception and company praxis, the main findings indicate that: (1) the internal and external views of competitive advantage are, indeed, perceived as complementary regarding firm strategies; (2) even in more traditional industries, companies perceive their environment as dynamic, due to companies´ mobility, group consolidations or internal rivalry; (3) even in industry with high barriers to entry, firms regularly adopt a surveillance approach to monitor newcomers; (4) innovation tends to be more focused on process than on products, and there is a gap between intended and implemented innovation; (5) the perception of resources and competences spread throughout company networks suggests that controlling these resources may be more important than owning them; (6) at least in the studied companies, low relevance has been assigned to knowledge as a strategic advantage. Regarding strategy practices: (7) an annual strategy planning cycle takes place, focused on formulation activities and perceived as static in nature; (8) workshops and performance meetings were the most often identified strategic events; (9) strategy tools were perceived as highly effective and mainly targeted at structuring analysis and ensuring strategy implementation, with special emphasis to the abundance of financial tools and lack of creativity ones. Concluding, concerning practitioners: (10) it could by empirically identified the existence of an organizational structure responsible for companies strategic planning, generally close to financial areas; (11) those generally involved in strategic activities show a primarily analytical profile, with low presence of women; (12) senior executives have developed their careers mainly inside the company or inside the industry, with relevant business knowledge, while middle management plays its role by implementing decisions made by high executives; (13) consultancies tend to be highly used, and their recontracting is contingent upon the patterns of their involvement in the strategy process; (14) business press has been assigned low relevance, being substituted in some cases by financial releases or by information from industry entities. / A complexidade do tema estratégia tem sido amplamente discutida por diversos autores na literatura. O grande conjunto de contribuições teóricas ao tema, prestadas pelas mais diversas áreas do conhecimento; as diversas ferramentas propostas por acadêmicos e consultores para a operacionalização de seus conceitos; e a pluralidade dos vários atores deste espaço organizacional são apenas alguns exemplos dos fatores constituintes desta complexidade. Relevante também ao tema é o movimento Estratégia como Prática , iniciado por pesquisadores europeus no sentido de trazer um enfoque sociológico às estratégias, considerando-as como algo que as empresas fazem e não algo que as mesmas puramente possuem. Desta forma, o principal objetivo desta tese foi identificar e comparar como as empresas brasileiras efetivamente praticam sua estratégia competitiva e como esta prática está alinhada com as diversas variáveis intrínsecas às firmas e aos seus ambientes competitivos. Para tanto, foi empregado um método de pesquisa combinado, com a realização de survey junto às empresas da BM&F Bovespa e seis estudos de caso. No que se refere à compreensão setorial e à práxis das empresas, as principais conclusões do trabalham apontam que: (1) as visões internas e externas da origem de vantagem competitiva são, de fato, percebidas como complementares no que tange às estratégias da firma; (2) mesmo em setores mais tradicionais, as empresas os percebem como dinâmicos, seja por mobilidade de empresas, por consolidação de grupos ou por rivalidades internas; (3) mesmo em setores com elevadas barreiras à entrada, as firmas adotam postura de vigilância permanente sobre novos competidores; (4) a inovação tende a ser mais focada em processos que produtos, e existe uma lacuna entre inovação pretendida e aquela efetivamente implementada; (5) a percepção de recursos e competências espalhados na rede indica que talvez seja mais relevante controlar do que efetivamente possuir tais recursos; (6) ao menos nas empresas estudadas, baixa relevância pode ser atribuída à questão do conhecimento como diferencial estratégico. No que se refere às práticas, tem-se que: (7) na maioria das empresas existe um ciclo anual de planejamento estratégico, com foco em atividades de formulação e que são percebidos como estáticos; (8) workshops e reuniões de resultado foram os eventos estratégicos mais frequentemente identificados; (9) as ferramentas de estratégia foram percebidas como de alta eficácia e principalmente voltadas para estruturação de análise e garantia de implementação, com destaque para abundância de ferramentas financeiras e escassez de ferramentas de criatividade. Por fim, acerca dos praticantes tem-se que: (10) ficou evidenciada a existência de uma estrutura organizacional com responsabilidade sobre planejamento estratégico da empresa, geralmente próxima a áreas de finanças; (11) os profissionais envolvidos possuem perfil eminentemente analítico e com baixa presença de mulheres; (12) o executivo sênior desenvolveu sua carreira eminentemente na empresa ou no setor, com relevante conhecimento do negócio, enquanto a média gerência assume papel de implementadora de decisões da alta direção; (13) as consultorias tendem a ser bastante utilizadas e a recontratação das mesmas é contingente à forma do envolvimento no processo estratégico da companhia; (14) a imprensa de negócios assume pouca relevância, sendo substituída, em alguma medida, por releases financeiros das empresas ou informações de entidades setoriais.

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)