"Strategy in the skin : strategic practices of South Africa's official development assistance"

Abstract

This study set out to explore how Official Development Assistance was practised in South Africa. An exploratory narrative design was followed to uncover the ‘strategy in the skin’ of strategy practitioners in the unit of analysis and to respond, therefore, to the research questions. This study has contributed to the body of knowledge in that it has brought together an alternative confluence of three theoretical perspectives of strategy as practice; complex adaptive systems and organisational hypocrisy and has explored the impact of the practice lens on these standpoints. While there has been extensive research on each of the theoretical perspectives, there has not yet been a study that has drawn together the three perspectives in relation to an empirical unit of analysis such as Official Development Assistance practices and practitioners. The study responded to a knowledge gap in relation to how public sector organisations, such as government units and the strategy practitioners of such units, practice strategy beyond the reified, formalised conceptions of strategy and in relation to their inhabiting complex, political organisational systems. The study arrived at two central theoretical findings. Firstly, that strategising represents a calibration of strategic practices towards strategic outcomes through the activities of complex adaptive practitioners v within the more politically inclined organisation. Secondly, that beyond the text of strategy, there is sub-text that is equally part of the micro strategy towards strategic outcomes.The skilful and sometimes delicate balancing act, that strategists perform to legitimise the calibrated combinations of action and politics in organisational strategy, equally needs nuanced, subtle and more complex forms of organisational communication. The study, therefore, makes the claim that complex adaptive systems and the characteristics of political organisations (as not being geared to action) are inherently broadened through the multiple dimensions of the practice turn and strategy as sub-text. The research confirmed that strategy as practice is a useful lens to understand strategy beyond the formally documented scripts and espoused pronouncements of strategy within organisational studies