Adapting Managerial Practices for Strategic Change
Type
dissertation project
Start Date
February 1, 2009
End Date
January 10, 2011
Status
completed
Keywords
Public Management
Electronic Government
IT Strategy
Strategy Process
Strategy as Practice
Sensemaking
Description
Realizing IT strategy processes in the public sector is a demanding
task for top managers. Public managers often initiate strategy processes
in a directive manner due to presumed higher effectiveness,
better oversight, and for coordination reasons. However, as the strategy
process continues, they often realize that they have to adapt their
management behavior and underlying practices by integrating participative
manners. Until now, research has paid far too little attention to
how the adaptation of managerial practices evolves, even though it is
crucial for the success of strategic change.
The research objective of this study is to explore how and why topdown-
oriented management behaviors change during strategy processes
in the public sector. Therefore, I conducted an embedded longitudinal
case study of an IT strategy process in a Swiss canton. By referring
to work published by the new strategy-as-practice community
and applying a sensemaking lens for the case study analysis, I identified
three bundles of practices, identity-building, interpretive, and
coping practices, and environmental factors. The bundles of practices
are central for constructing ambiguity existing within the process environment
in a manageable way and encouraging top managers to allow
for the participation of organizational members. The resulting
process model illustrates the interplay of the three bundles of practices
and their interaction with ambiguity.
Identity is a driving force of organizational legitimacy and is needed
for the construction of new managerial practices and the adaptation of
management behavior toward participation. Substantial ambiguity
might constrain interactions and especially individual initiatives. If
ambiguity is manageable, it could facilitate fruitful improvisation and
creativity. While this study concentrates on a single case study in the
public sector, the results shed light on the important issue of the adaptation
of managerial practices toward participative behavior and open
up the black box of microscopic change within strategy processes.
task for top managers. Public managers often initiate strategy processes
in a directive manner due to presumed higher effectiveness,
better oversight, and for coordination reasons. However, as the strategy
process continues, they often realize that they have to adapt their
management behavior and underlying practices by integrating participative
manners. Until now, research has paid far too little attention to
how the adaptation of managerial practices evolves, even though it is
crucial for the success of strategic change.
The research objective of this study is to explore how and why topdown-
oriented management behaviors change during strategy processes
in the public sector. Therefore, I conducted an embedded longitudinal
case study of an IT strategy process in a Swiss canton. By referring
to work published by the new strategy-as-practice community
and applying a sensemaking lens for the case study analysis, I identified
three bundles of practices, identity-building, interpretive, and
coping practices, and environmental factors. The bundles of practices
are central for constructing ambiguity existing within the process environment
in a manageable way and encouraging top managers to allow
for the participation of organizational members. The resulting
process model illustrates the interplay of the three bundles of practices
and their interaction with ambiguity.
Identity is a driving force of organizational legitimacy and is needed
for the construction of new managerial practices and the adaptation of
management behavior toward participation. Substantial ambiguity
might constrain interactions and especially individual initiatives. If
ambiguity is manageable, it could facilitate fruitful improvisation and
creativity. While this study concentrates on a single case study in the
public sector, the results shed light on the important issue of the adaptation
of managerial practices toward participative behavior and open
up the black box of microscopic change within strategy processes.
Leader contributor(s)
Funder
Topic(s)
Public Management
Electronic Government
IT Strategy
Strategy Process
Strategy as Practice
Sensemaking
Method(s)
Ethnographical Methods
Notes
Funding from the Swiss National Foundation (Project Title: The Development of IT Strategies on Cantonal Level in Switzerland: a process-oriented approach)
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
57581
Funding code
PBSGP1-134839