University of Vaasa - Vaasan yliopisto

Figure 2 - Dimensions of Strategy
Strategy Process [How?]
Strategy Strategy Content Content [What?]
Strategy Context [Why?]
787
Ultimately, as proposed in Figure 2, deWit and Meyer (1996) see the dimensions of
strategy as both synthesised and systematic in their relationships and, as such, they
are not simple stages in a rational/linear strategy development process (Stubbs, 2000
agrees). deWit and Meyer (1996) also identify here the influential and important role
of, and interplay with, the ‘why’ and ‘what’ dimensions and the strategy process (i.e.
‘how act’) as noted earlier. This impact is also engaged by Mintzberg and Waters
(1985) in their discussion of deliberate and emergent strategies and organisational
practices, policies and processes. In particular, related to the latter processes the
consideration of areas/activities such as planning, knowledge creation and learning.
Strategy as the/an Interplay of Sense-Making and Giving and Leading
Intervention(s)
Kay (1993), like Mintzberg and Quinn (1991), agrees with the above and describes
strategies as observable patterns of behaviour over time based on sense-making (i.e.
understanding ‘why/why not act’ linked to ‘how’ and, for example, knowledge/truths
grounded in knowledge creation processes) and sense-giving (i.e. ‘what action’ and
what is acted on linked to ‘why/why not’ act and the causal ‘logic’ of action). With
this in mind, it is clear that (and whether related the environment and sustainable
development, SD, or not) ‘why/why not act’ and ‘how’ are important to
understanding strategy and the strategy development process (i.e. of customers and
suppliers) and both the understanding and affecting of behaviour and change (i.e. in
SMEs).
Related to the above, and the case organisation (who are seeking to act based on
commitments within their ISO14001 management system), issues of why act, what
action and how to act are grounded in the customer organisation’ understanding of its
context and environment related role and responsibilities, its own policies and
processes (both current and future) and the perceived and actual impact or influence
it should, can or does have on its supplier(s) (SMEs in particular for this work).
Supplier/SME behaviour in the chain is similarly grounded in a wider understanding
of the logic of action, with associated perceptions (of why/why not act and what