{"id":{"repo_id":"strathclyde","oai_identifier":"oai:strathclyde:xs55mc05g"},"canonical_url":"https://search.dev.ndltd.org/etd/strathclyde/oai:strathclyde:xs55mc05g","repository":{"repo_id":"strathclyde","name":"University of Strathclyde","base_url":"https://stax.strath.ac.uk/catalog/oai"},"display":{"title":"The role of stakeholders in emergent strategy and emergent strategizing","abstract":"Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a \"how to do guide\" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter.","abstract_html":"Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a "how to do guide" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter.","abstract_has_math":false,"creators":["Leimenstoll, Dieter"],"institution":"University of Strathclyde","degree_name":"dba","degree_level":"doctoral-pg","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011","date_published":"2011","updated_at":"2026-07-24T04:44:45Z","subjects":[],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.doi","label":"DOI","values":["10.48730/gdgh-v716"],"render_values":[{"text":"10.48730/gdgh-v716","href":"https://doi.org/10.48730/gdgh-v716","code":true}]},{"key":"dc:identifier","label":"Identifier","values":["T13018"],"render_values":[{"text":"T13018","href":null,"code":true}]}]},"links":{"outbound_url":"https://stax.strath.ac.uk/concern/theses/xs55mc05g","outbound_label":"Repository record","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Leimenstoll, Dieter"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2011"]},{"key":"dc:date.issued","label":"Date","values":["2011"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Department of Management"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Strathclyde"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral-pg"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["dba"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["T13018"]},{"key":"dc:identifier.doi","label":"DOI","values":["10.48730/gdgh-v716"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://stax.strath.ac.uk/concern/theses/xs55mc05g"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["This thesis was previously held under moratorium from 6th June 2012 until 6th June 2014.","Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a \"how to do guide\" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter."]},{"key":"dc:description.abstract","label":"Abstract","values":["Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a \"how to do guide\" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter."]},{"key":"dc:title","label":"Title","values":["The role of stakeholders in emergent strategy and emergent strategizing"]}]}],"canonical_facts":{"dc:creator":["Leimenstoll, Dieter"],"dc:date":["2011"],"dc:date.issued":["2011"],"dc:description":["This thesis was previously held under moratorium from 6th June 2012 until 6th June 2014.","Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a \"how to do guide\" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter."],"dc:description.abstract":["Emergent strategy is, at first glance, a comprehensible concept encompassing the view that the emergent strategy of an organisation is the strategic consequence of the organisation's antecedent decisions and actions. Every organisation has an emergent strategy. Even organisations claiming not to follow any strategy have an emergent strategy. The concept of emergent strategizing takes into account the procedural aspect of how decisions and actions form in organisations. However the concepts of emergent strategy and emergent strategizing have hardly been taken beyond this basic idea. This study seeks to operationalize the concepts of emergent strategy and emergent strategizing in a real world organisational setting. The researcher collected, as a participant observer, ethnographical field notes and narratives. Six cycles of data collection and data analysis during 11 months of field work were undertaken in an evolving experiment. The researcher developed a conceptual framework describing how to monitor the evolution of the emergent strategy, emergent strategizing, and of the emergent strategic future over the research period. The main finding is that important stakeholders matter significantly for emergent strategy and emergent strategizing. The detection of this major role of stakeholders for emergent strategy and emergent strategizing is new and is the main contribution of this research. Based on the research, a \"how to do guide\" to detecting emergent strategy, emergent strategizing, and the emergent strategic future of an organisation was developed and is presented in a closing chapter."],"dc:identifier":["T13018"],"dc:identifier.doi":["10.48730/gdgh-v716"],"dc:identifier.uri":["https://stax.strath.ac.uk/concern/theses/xs55mc05g"],"dc:publisher.department":["Department of Management"],"dc:publisher.institution":["University of Strathclyde"],"dc:title":["The role of stakeholders in emergent strategy and emergent strategizing"],"dc:type.qualificationlevel":["doctoral-pg"],"dc:type.qualificationname":["dba"]},"updated_at":"2026-07-24T04:44:45Z"}