Using strategy tools: an exploration of the selection, application, and outcomes of strategy tools among Kuwaiti non-profit executives

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Al Hasawi, M.H., 2023. Using strategy tools: an exploration of the selection, application, and outcomes of strategy tools among Kuwaiti non-profit executives. DBA, Nottingham Trent University.

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Abstract

Critics of the traditional strategy schools of thought have called to approach strategy research from a different perspective (March 2006), pushing to address strategy with a ‘social eye’ as Whittington (1996; 2003) suggested. Orienting from a strategy-as-practice (S-as-P)perspective and utilizing the tools-in-use framework (Jarzabkowski & Kaplan,2015) as an analytical lens, this study explored how Kuwaiti practitioners used strategy tools in non-profit organizations. The focus on strategy tools guided the design and direction of the study, where the researcher examined how Kuwaiti practitioners use non-market strategy tools, specifically the AI3 model (Bach & Allen, 2010). This study employed an interpretive approach to observe how practitioners use the tool in their practical strategy work within their organizations. The researcher conducted three focus groups to understand how practitioners perceived and used strategy tools. She completed an additional session to observe how the practitioners interacted with the analytical tool in real-time.

This study supplements previous work on strategy-as-practice (S-as-P) and strategy tools through the following theoretical contributions. Firstly, it added to the body of knowledge on 1) the identity and the role of the strategy practitioner, 2) the activities and processes of doing strategy, and 3) the tools and techniques used to perform the work in different contexts (Whittington, 2013; Jarzabkowski & Spee, 2009; Jarzabkowski & Kaplan, 2015). Secondly, it added to the Nonmarket Strategy body of knowledge by practically introducing and applying the concept within a unique business environment such as Kuwait. Lastly, it delineated issues that determined the effectiveness of strategy tools and explored how practitioners utilized them. When developing tools, the practical way of using strategic instruments and the needs of its practitioners are not always considered (Stenfors et al., 2004).

These contributions to the body of knowledge also led to some practical implications. Firstly, it analysed how Kuwaiti executives perceived and conducted strategy work in general and how they perceived and conducted non-market strategy work within their respective organizations. Finally, the concept of how tool developers can create better fitting tools that consider the various ways and reasons for their use by executives in different contexts such as Kuwait since Western thought and languages dominate strategy tool design (Jarzabkowski & Kaplan, 2015; Cabantous & Gond, 2011; Feldman & March 1981; Langley, 1989).

Item Type:

Thesis

Creators:

Al Hasawi, M.H.

Contributors:

Name	Role	NTU ID	ORCID
Whysall, Z.	Thesis supervisor	NBS3WHYSAZ	orcid.org/0000-0001-5833-9486
Mitsakis, F.	Thesis supervisor	HMD3MITSAF	orcid.org/0000-0001-8454-5777
Clark, I.	Thesis supervisor	HMD3CLARKI	orcid.org/0000-0001-7698-2715