- Title
- Toward an adaptive strategy typology: a case analysis of NSW registered clubs
- Creator
- Haworth, Garry
- Relation
- University of Newcastle Research Higher Degree Thesis
- Resource Type
- thesis
- Date
- 2022
- Description
- Research Doctorate - Doctor of Philosophy (PhD)
- Description
- This thesis investigates how New South Wales (NSW) registered clubs might be identified by the way they enact adaptive strategy in response to club industry environmental turbulence. An adaptive strategy typology is proposed as a method to identify the types of club firms and serves as the theoretical framework for the research. The proposed adaptive strategy typology identified six types of club firms: proactive, interactive, reactive, crisis, hyperactive and insolvency type clubs. This typology is developed by building and scaffolding upon strategic management theories, particularly on the internal organisational views of the resource-based view and dynamic capabilities view to construct the typology of adaptive capability, ranging from ordinary to dynamic capability. Following Ansoff’s (1988) notion of pairing capability with aggressiveness to identify firm behaviour at a firm system level, the adaptive strategy typology is also built based on the external view of the firm of strategic posture aggressiveness, which ranges from conservative to aggressive. The club industry environment is analysed using theoretical concepts of dynamism, complexity and munificence. These concepts are applied to the notion of strategic alignment and drift to assess the levels of turbulence in the club industry environment. Based on this, the strategic behaviour of the clubs is then mapped over a period of time, resulting in each club’s key adaptive strategic actions in terms of being strategically aligned or diverged (drifted). Each club case is then examined to identify appropriate and not appropriate adaptive strategic behaviours in response to environmental turbulence, which is then displayed in adaptive strategy typology, as well as strategic alignment and drift graphical displays. A qualitative case study method was applied to address the research problem. Data were drawn from eleven in-depth interviews from a purposive sample of some of the most senior and experienced club managers in the NSW clubs industry, including CEOs and senior executives. The interviews were combined with historical club annual reports and media reports to produce eight club cases that covered a period of time of up to twenty years. An interview protocol was developed with questions examining the club’s internal and external environments, as well as the actions the club implemented in response to turbulence in the environment. The interview protocol also included performance implications of the actions, including financial, growth, alignment, and drift from the club industry environment. A NSW club industry analysis sourced from many government enquiries and club industry secondary data was used to supplement the primary and secondary data in each club case. This research adds to the body of knowledge in strategic management. The findings of the case study analysis highlight the adaptive strategic behaviour at the firm level to identify different types of clubs. This study makes a unique contribution to previous research on configurational typologies of firms by identifying successful and unsuccessful club types. The findings also indicate adaptive strategies over a period of time, with some clubs transforming their strategies by choice while other clubs exhibiting behaviours that are imposed by environmental determinism. Still other clubs maintained constant and concurrent adaptive strategy to be aligned with the competitive and industry challenges that prevailed in a turbulent Australian not-for-profit community industry sector. The adaptive strategic behaviour of the clubs and performance implications add to the body of knowledge and practice methods of NSW registered clubs, laying a foundation for further testing of the adaptive strategy typology in other industries and countries.
- Subject
- strategy; adaptivity; firm types; clubs
- Identifier
- http://hdl.handle.net/1959.13/1513918
- Identifier
- uon:56784
- Rights
- Copyright 2022 Garry Haworth
- Language
- eng
- Hits: 9
- Visitors: 7
- Downloads: 0
| Thumbnail | File | Description | Size | Format |
|---|