Using strategy as practice to understand how practices of lower level managers contribute to emergent strategy for firms operating in a developing country

Abstract

Strategic management research has emphasised performance outcomes, focusing primarily on top management, assuming that an elite group of individuals are the only one who can act strategically. Surely, strategic action in a stable environment would be different to that taking place in a changing economic environment, because of resource constraints and the need for urgent responses to changing conditions. In such an environment, individuals close to operational activities are more directly involved in decision-making and in shaping the firm’s direction. The objective of the study was to expand the strategy as practice (SAP) research literature by providing an in-depth analysis of how lower-level managers’ practices contribute to emergent strategy for firms operating in a developing country. This will enhance the understanding of the role of human practices as part of strategic action, as strategy is not what firms possess, but something that members of the firm do. This study expands the SAP research by emphasising human practices relative to a firm’s activities, using the SAP lens. Additionally, this study extends the understanding of the practices that are informed by everyday operational activities as part of the emergence or formulation of strategy. Empirically, understanding the practices of lower-level managers provides practical solutions in making strategic decisions in developing countries, rather than only focusing on specific individuals in the entire firm. Using a qualitative approach, this study examines purposefully selected cases from various sectors in the South African and Zimbabwean economies. The findings highlight that lower-level managers contribute to the emergent strategy, using formal and informal practices. Moreover, the study contributes to the SAP literature by introducing a new category of practices.