Adapting Managerial Practices for Strategic Change

Collm, Alexandra
May 2011
University of St. Gallen, Business Dissertations;5/16/2011, p1
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.


Related Articles

  • CHARGED UP: MANAGING THE ENERGY THAT DRIVES INNOVATION. Cross, Rob; Linder, Jane; Parker, Andrew // Management Quarterly;Summer2007, Vol. 48 Issue 2, p14 

    The article focuses on the issue of generating the energy of human potential to drive innovation in an organization. The article states that workers are energized or de energized to innovate by the way they interact with coworkers in their network of operation. Management styles for the various...

  • To Achieve or Not: The Manager's Choice. Hall, Jay // California Management Review;Summer76, Vol. 18 Issue 4, p5 

    A five-year study of more than 16,000 managers and their subordinates from organizations of virtually every size and description has revealed substantial relationships, in both a practical and a statistical sense, between managerial achievement and the nature of managerial practices. Such...

  • The Challenge of Technolgy: Alignment Dynamics in Local Governments. Boudry, Elke; Verdegem, Pieter // Electronic Journal of e-Government;Dec2012, Vol. 10 Issue 2, p172 

    In organization literature, strategic alignment is a key concept. A vast amount of literature focuses on the need for businesses for aligning their business and IT strategy. The importance of alignment in (local) governments is yet underexposed. However, local governments are also challenged to...

  • Change in the Bell System. Barnes, Zane E. // Academy of Management Executive (08963789);Feb1987, Vol. 1 Issue 1, p43 

    According to Barnes, the CEO of South western Bell, "… managing organizational change is a topic American business needs to examine and understand because fundamental change will be the order of the day for the foreseeable future. And, obviously the company that can adapt its culture to...

  • THE DYNAMICS OF COLLECTIVE LEADERSHIP AND STRATEGIC CHANGE IN PLURALISTIC ORGANIZATIONS. Denis, Jean-Louis; Lamothe, Lise; Langley, Ann // Academy of Management Journal;Aug2001, Vol. 44 Issue 4, p809 

    In this article, the authors draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives. The creation of a collective leadership group in which members play complementary...

  • SUCCESSFULLY MANAGING AND EXECUTING CHANGE. Simonelic, Ken // Journal of Business Forecasting;Fall2006, Vol. 25 Issue 3, p20 

    The article offers tips on how to implement change in an organization. The author suggested that managers or leaders of the organization must follow phases to make the change successful. The phases include creating a sense of urgency, recruiting senior level support, developing clear and...

  • Exploring Workplace Bullying in a Para-Military Organisation (PMO) in the UK: A Qualitative Study. Owoyemi, Oluwakemi Ayodeji // International Business Research;Apr2011, Vol. 4 Issue 2, p116 

    Research into workplace bullying is taking various turns with most of the studies broadening understanding of the concept. Although much progress has been reported in research on the understanding of what is workplace bullying, its effects and how to deal with it. In this paper, exploratory...

  • Transitioning to Participative Management. Linski III, Christopher M. // Organization Development Journal;Fall2014, Vol. 32 Issue 3, p17 

    Participative management has been used among organizations for nearly a century. Current practices have become less varied as implementation increases. Successful implementation requires organizational leaders to evaluate the characteristics of this management style, attempt implementation, and...

  • The Rudolph Factor: Finding the Bright Lights That Drive Innovation in Your Business.  // Journal for Quality & Participation;Apr2010, Vol. 33 Issue 1, p27 

    This book tells the story of the spectacular turnaround of Boeing's C-17 program through a discussion of principles and qualifies that are transferable and replicable to any organization. The program's transformational journey begins on the verge of disaster, but savvy leadership helped it...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics