An examination of typologies of strategy-making process: A text analytical study
The research study conducted for this dissertation is primarily concerned with the preparation of a conceptual framework that could be used for a future research study in the field of strategy-making process. There are number of approaches a firm can adopt during the process of strategymaking that are suitable to its internal structure, prevailing systems, culture and also the outer environment. These approaches are called modes of strategy-making that are discussed in the typologies presented by prominent theorists, for example, Ansoff (1987), Bourgeois and Brodwin (1984), Hart (1992), Miller and Friesen (1977, 1978), Mintzberg (1973), Mintzberg and Waters (1985), and Nonaka (1988).
This dissertation discusses typologies of the above theorists in general, and Hart’s (1992) typology specifically, as a basis for preparing the broad classification of the different modes involved in the strategymaking process, according to their categories, in order to see their ontological structure. This study focuses on these diverse concepts that are a compulsory part of the strategy-making process literature.
This dissertation also attempts to explore the relationship among these concepts, in order to provide a conceptual ground for future researchers for further theory building, or provide a platform for further developing the existing theory. A secondary data analysis methodology was chosen, which is suitable for an exploratory research study involving the qualitative data sampled.
This dissertation used a computer-aided word frequency method, for the text analysis of twenty-three articles collected from the strategy-making process literature, by following a positivist approach. Major findings of this study are concerned with the research method and theoretical background of the strategy-making concepts. It introduced an entirely new method that may provide new insights into the strategymaking research. Furthermore, although the outcome of this study was unexpected, it provides a better understanding of the current literature of the strategy-making process. The analysis shows that no prominent relationships exist among different strategy-making concepts, which indicates the need for further development of existing theory structure.
Limitations and future implications are also discussed.