Exploring the relationship between strategy consultants and strategy tools using grounded theory : a strategy as practice perspective

Abstract

Strategy consultants act as catalysts of contemporary social change. They shape the global economy through strategies of some of the world’s largest organisations, yet little is known about their strategising practices, particularly in employing strategy tools. The purpose of this study was to generate theory that will contribute to understanding the interplay between strategy consultants and their use of strategy tools in everyday strategising. In line with a broader practice turn in social sciences, the study adopts the strategy as practice perspective and conceptualises strategy as something an organisation does, therefore focusing on activities and practices of the strategist that constitute strategising. Grounded theory is employed as qualitative methodology, complemented by in depth interviews with eleven strategy consultants. Five conceptual categories were deduced that aid in exploring the interplay between strategy consultants and their use of strategy tools. Drawing upon several practice and practice-based theories, the study enhances understanding of the professional identity of the strategy consultant in practice and explores the interplay the strategy consultant has with strategy tools. The study presents novel insight into strategy tool selection strategies, the dimensions of boundary spanning activities in using strategy tools as boundary objects, the nature of strategic information finding activities in pursuit of strategic outcomes, and the mediating role of knowledge, language and structures. The findings and theoretical integration of the grounded categories into existing strategy as practice literature contributes to our understanding of the strategy consultant as strategist and the relationship with strategy tools as material artefacts in strategising.