| Popis: |
Developing strategy in extremely challenging, novel and/or uncertain contexts may constitute a ‘wicked problem’ (Camillus, 2008) and this will have significant implications for the organisations seeking to develop strategy in such contexts in terms of the way it is approached and the ‘completeness’ of the outcomes. \ud \ud This thesis explores this complex real-world phenomenon through the lens of Sellafield Ltd (SL) as the organisation attempts to undertake new value-laden roles while operating in an increasingly turbulent environment. Analysis of the rich and privileged data that emerged from this insider research suggests that the wickedness of the organisation’s strategy derives not only from the goals of the organisation and the context within which it is operating but that it is also rooted within the organisation itself. SL’s culture, attitude to uncertainty and risk and prior experience not only serve as a barrier to itself developing wicked business strategy but also renders ineffective the efforts of specialist third parties to provide the requisite support to the organisation. The resultant ‘consultant carousel’ squanders time, public money and stakeholder support and hence further compounds the wicked problem faced by the organisation. \ud \ud Key contributions to knowledge are a confirmation, through substantive rather than statistical analysis, that developing business strategy in extremely challenging, novel and/or uncertain contexts, constitutes a wicked problem. Theory is then extended through a recognition of the role that the organisation itself plays in contributing to that wickedness through its culture(s) and dominant logic(s). The research also provides a unique client perspective on the impact of specialist third parties in developing business strategy and so also contributes to wider consultancy studies.\ud |
