The study explores pausing in action is, within the ambit of Strategy-as-practice (s-ap)
as an emergent school of thought. Pausing is thus discerned during the
implementation phase of the strategy of a credit risk system within a South African
bank, as strategy is known to take shape during implementation. Different sites of the
bank’s systems – change, strategy practitioners, and their times of pausing, form the
unit of analysis. Strategy-making and engagement are explored by understanding the
influence of pausing on enabling or disenabling the strategic outcome of the risk
system.
Pausing is situated in an applied and theoretical gap as an intangible under-theorised
strategy practice. Practitioners, as champions or non-champions of strategy, pause in
various ways, and attribute meaning to this ‘action’. Their account of pausing is
recognised for its value-adding or diminishing dimensions to strategy-making.
The study follows a comprehensive literature review which shows limited theoretical
positions on embodied, latent practices, such as pausing, as strategic practices. The
body of knowledge provides a challenge for scholars to consider perceived ‘silences’
or the ‘receding’ of strategists as un-remarked dimensions of strategy, which could
nevertheless be instrumental in the nature of the strategic outcome. The contribution
of the current study identifies pausing as a strategic practice, especially when
considered within the structure of engagement and social learning / Business Management / M. Com. (Business Management)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:uir.unisa.ac.za:10500/24964 |
| Date | 06 1900 |
| Creators | Govender, Sagrie Chantele |
| Contributors | Williamson, Charmaine Mavis |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Dissertation |
| Format | 1 online resource (186 leaves) |
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