Strategy As Practice: Structure – Resource Archetypes in Strategy making process in Nongovernmental Organizations

There are cherished studies in extant literature on strategy making. The Strategy as practice paradigm has emphasized action in the realms of institutional environments. Taking NGOs in Africa, this paper presents strategy... [ view full abstract ]

There are cherished studies in extant literature on strategy making. The Strategy as practice paradigm has emphasized action in the realms of institutional environments. Taking NGOs in Africa, this paper presents strategy making as a process of configurations and sequencing of structure and resources. The study covered a population of 313 NGOs with senior management as respondent. Initial tests were done and statistical analysis using hierarchical regression and cluster analysis showed that strategy making in NGOs is both an intended process as well an emergent one. Conceptual reversal causation between strategy and structure, strategy and resources were detected but may require further scholarly scrutiny. The paper raises insights for SAP research on strategy making process in the nonprofit sector from an African organizational setting. Key words: Strategy as practice, configuration, strategy, strategy making, NGOs, structure, resources

Key words: Strategy as practice, configuration, strategy, strategy making, NGOs, structure, resources